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Unformatted text preview: 7/22/2010 1 Topic 2: Thinking Strategically About Organisational Resources 1 and Their Combinations Learning Objectives As a result of satisfactorily completing this seminar, you should be able to: 1. Understand the importance of internal analysis internal analysis 2. Undertake a resource audit resource audit of an organisation 3 Understand how resources are combined to form 2 3. Understand how resources are combined to form capabilities capabilities and how capabilities can lead to core competencies 4. Apply Porter’s generic value chain Porter’s generic value chain to identify value- creating capabilities. 5. Identify an organisation’s strengths and weaknesses strengths and weaknesses . 6. Identify an organisation’s core competencies. core competencies. Required Readings ¡ Management Accounting 2 Textbook ¢ Extract 3: The internal environment: Resources, capabilities and core 3 competencies. Course content overview External environment Lecture 1 Internal environment Lecture 2 Strategy Performance Lecture 4 4 analysis & formulation Lecture 3 Performance management & control Are we creating Shareholder Value? Lecture 5 S trengths W eakness Internal Analysis General Environment Last Week This Week 5 O pportunities T hreats External Analysis Industry Environment ¡ Sustainable competitive advantage Why firms need to understand their internal environment 6 ¢ A sustainable competitive advantage is achieved when the firm implements a value-creating strategy that is grounded in its unique resources, capabilities and core competencies 7/22/2010 2 Outcomes from external and internal environmental analyses Figure 3.1 Figure 3.1 7 Examine strengths and weaknesses. What are the unique resources, capabilities, and competencies (sustainable competitive advantage) Examine opportunities and threats Components of internal analysis 8 Figure 3.2 Figure 3.2 To be discussed in Week 8 Resources ¡ Resources audits help identify what an organisation has. ¡ Identify any resource gaps that may constrain or enable the choice and/or Core Core Core Core Competencies Competencies Competencies Competencies Strategic Strategic Strategic Strategic Competitiveness Competitiveness Competitiveness Competitiveness 9 constrain or enable the choice and/or realisation of an intended strategy ¡ How do we assemble bundles of resources, capabilities and core competencies to create value for our stakeholders? ¡ Are described using Nouns Discovering Discovering Discovering Discovering Core Core Core Core Competencies Competencies Competencies Competencies Capabilities Capabilities Capabilities Capabilities Resources Resources Resources Resources * Tangible Tangible Tangible Tangible * Intangible Intangible Intangible Intangible Resources ¡ What organisations have: ¢ Inputs into the organisation production process ¢ Resources alone do not yield a Core Core Core Core Competencies Competencies Competencies Competencies Strategic Strategic Strategic Strategic Competitiveness Competitiveness...
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This note was uploaded on 09/14/2011 for the course ACCT 1001 taught by Professor John during the Spring '11 term at Renmin University of China.
- Spring '11