From Silos to Synergy - Harnessing the Organization参考.ppt

Growth Strategies Energize the business Leverage the business Enter new business product/markets Go Global Chapter 15 - Organizational Issues PPT 15-* Why Strategic Market Management? Precipitate the consideration of strategic choices. Help a business cope with change. Force a long-range view. Make visible the resource allocation decision. Aid strategic analysis and decision making. Provide a strategic management and control system. Provide both horizontal and vertical communication and coordination systems. Chapter 15 - Organizational Issues PPT 15-* Key Learnings The organizational levers are structure, systems, people, and culture. Each must be congruent and support the business strategy. Decentralization with powerful silo groups can inhibit synergy and efficiency. For marketing, it leads to misallocation of resources, confused brands, inhibited cross-silo offerings and programs, weak marketing staffs, the failure to leverage success, and inadequate cooperation and communication. In dealing with the problem CMOs should consider non-threatening roles such as facilitator or consultant and should do not have as an objective to centralize and standardize. The organizational structure lever provides the option to centralize selectivity, use teams and networks, use matrix reporting structures, and to employ a virtual organization. Chapter 15 - Organizational Issues PPT 15-* Key Learnings Management systems include the information, measurement and reward, and planning systems that can all promote cooperation and communication. People on the CMO team, who can be sources internally or externally, need to be knowledgeable and marketing, brands, markets, products, and the organization in addition to being strategic and serving as change agents. Culture involves shared values, norms of behavior and symbols and symbolic action. The CEO is a key drive of strategy and it is important to get him or her on board. Chapter 15 - Organizational Issues PPT 15-* Ancillary S