Stanford-Converting Strategy into Action

Strategic Execution Framework

  • By keeping projects alive, to what degree are you subtracting things from the possiblity of your future.
  • Hyperaction Vs Nonaction
  • Project:How does “Done” look like.
  • How flexible and adaptable is portfolio to the strategy to the relevance in the external market.
  • Environment with a fast moving market, Portfolio strategy to match half that frequency.
  • Portfolio is always ON. Vector Sum total of all projects is Strategy
  • Culture and Structure important for strategic success.
  • Where are we going in the long-term? What are the goals of our goals.
  • Strategy naturally or cognitively flows to Portfolio
  • epiphany-experience of sudden and striking realization
  • Strategy <-> Commoditization
  • Ideation – Nature – Visions – Engagement – Synthesis – Transition
  • Benefits realization/planning is critical.


  • Strategy is about adding value through a mix of resources, capabilities and activities different from those used by competitors in your industry.
  • Porter’s five forces
  •      Industry dynamics
  •                   2. Threat of new entrants- entry and exit barriers
  •                  1. Rivalry between existing firms.
  •                  3. Threat of substitute products/services
  •      Supply chain power
  •                  4. Bargaining power of suppliers- owns a critical component of your product will take value off your supply chain
  •                  5. Bargaining power of buyers- as products commoditize; more comparison; more choices
  • Choose the right industry to compete in. Change industry when the industry becomes hyper competitive.


  • Four kinds of product leadership zone (a) Disruptive innovation (b) Application Innovation (c) Product innovation (d) Platform innovation
  • Industry Maturation – Technologies and categories mature rapidly. Buying decisions begin to emphasize low cost and vendor responsiveness. Result- productions and supply get outsourced, major product innovation become increasingly difficult.
  • Customer intimacy zone- Line extension, enhancement innovation, marketing innovation, experiental innovation
  • Operation excellence zone- value engineering innovation, integration innov, process innovation , value migration innovation.
  • Category renewal zone-Organic, Acquire, Harvest and Exit

Strategy and Culture

The four Strategic Value Disciplines (SVDs)

  • Operational excellence (CONTROL)
  •      Differentiate through superior execution as measured by productivity and, ultimately, lower price
  • Customer intimacy (COLLBORATION)
  •      Differentiate through superior matching of customer expectation with offer fulfillment—demanding higher price
  • Product leadership (COMPETENCE)
  •      Differentiate through superior design and engineering yielding higher performance—demanding higher price
  • Disruptive innovation (CULTIVATION)
  •       Thinking outside the box, imagineering, new paradigms

Culture Egg -perfect sphere culture mix might not serve well

  • Cost Containment (Governance) Vs. Cost Competitiveness (Strategy)
  • IDEO-Highly differentiated Disruptive innovation. Best supported by cultures of cultivation. Aligned to preach to practice.
  • Governance in terms of process that helps move forward. Focusing effort.
  • Execution of process- not holding back and restricting creativity.
  • Competitive advantage grid- Geoffrey Moore

Culture and Structure

  • Structure must be aligned with strategy and culture
  • Formal Structure- flow of information, authority and decision making across the organizationHow