relationalpolitical top management team decision

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Unformatted text preview: lues and vision • Leading by example • Affiliation and belonging Organizational: •Organizational architecture •Interdependency •Measurement •Processes and Systems Activities Capabilities Cognitive: • Sense making • Framing (lenses, prisms) • Filters • Cognitive maps • Value creation logic •(Corporate / subunits) Strategic Agility (or Rigidity!) Relational/Political: • Top management team: • Decision making • Strategizing process • Corporate / Unit roles • Venturing / NBD / risk • Diversity © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 CORE levers – in redirecting Nokia’s core business Emotional Evolution Change Dimension Relational/Political Changes Multimedia trajectory Organizational Adjustments Change triggers Cognitive “Seeds” 1995 Voice and “3G” trajectory 2001 2004 2007 © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Changing the ‘Cognitive Context’ • Encourage the expression of new ideas • Planting and nurturing seeds of change • Providing fora for sense-making dialogues • Pacing the exploration journey to gain credibility • Matching level of attention to level of learning • Clustering and bending © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Changing the ‘Organizational Context’ • Unpacking the core business system • Putting the organization ‘off balance’ • Allowing for rapid entry and exit...
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