ICICI Bank and Vodafone India A strategic alliance example in India is of ICICI

Icici bank and vodafone india a strategic alliance

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ICICI Bank and Vodafone India : A strategic alliance example in India is of ICICI Bank, India’s largest private sector bank and Vodafone India, one of India’s largest telecom service providers, entered into a strategic alliance to launch a unique mobile money transfer and payment service called ‘m-pesa’ Microsoft India and TCS: Microsoft India and Tata Consultancy Services (TCS) entered into a strategic alliance to launch Microsoft-TCS virtualization Centre of Excellence (CoE). It is designed to help customers experience the right approach to applying and managing virtualization across IT architectural layers Implementing Strategy Many a times, a well-designed strategy, may not have impact on the market place A well-conceived Vision and Mission never gets realized, because the importance and demands in the implementation phase were not fully understood in the design phase ‘Devil is in the detail’ – Risks in the real-world execution may have been under-estimated or overlooked Employees with ‘low engagement level’ may set low priority on attending to implementing some strategic goals The implementation phase addresses the actions, team, and resources necessary to implement the strategy Strategy Implementation Process
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Implementing Strategy thru’ Organizational Structure, Control, and Culture Organizational Structure Assigns employees to specific value creation tasks and roles and specifies how those are linked to increase efficiency, quality, innovation, and responsiveness to customers To coordinate and integrate the efforts of all employees Control System A set of incentives (& dis-incentives) to motivate employees, to increase efficiency, quality, innovation, and responsiveness to customers Provides feedback on performance so corrective action can be taken Organisational culture - The collection of values, norms, beliefs, and attitudes shared within an organization and that control interactions within and outside the organization Culture exists mainly below the surface, not visible but emerges at the time of organizational change. The intensity of the culture is an important variable that determines whether the change will take place as desired The organization has strong culture if it has specific values that are widely and deeply shared. It is considered weak if those specific values are not shared widely and/or deeply Culture affects the decisions that managers make about the organization’s relationship with its environment and strategy. Hence culture can be a strength that can also be a weakness sometimes Ethics and Strategy Business Ethics: refers to a bunch of accepted principles of right or wrong, that govern the conduct of a business person, members of a profession body or an organization Strategy would get derailed if accepted ethical norms of the organization and that of the other inter-acting stakeholders are violated by any of the strategic managers, more particularly the top as well as public-interacting managers
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