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MY ROLE IN STRATEGY FORMULATION …
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Page 1: My Role in Strategy Formulation[1]

MY ROLE IN STRATEGY FORMULATION …

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AGENDA..1. Introduction…2. Strategy Formulation…3. Strategy Implementation…4. My Organization…5. My Role…6. Conclusions…

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INTRODUCTION… What is strategy? The company’s long term plan for how it will

balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.

Strategies consist of goals, policies and plans.

• The plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals.

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INTRODUCTION…(CONTD).. What is strategic management? The set of decisions and actions used

to formulate and implement strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals.

It involves the following activities…1. Strategy Analysis.2. Strategy Formulation.3. Strategy Implementation.4. Evaluation and Control.

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STRATEGIC HUMAN RESOURCE MANAGEMENT..

……“HR AS A STRATEGIC PARTNER”….. It involves the use of planning in order to

establish a link between the HRD system and goals & objectives of the organization.

It involves the matching of HRM activities and policies to business strategy.

Managers at all organizational levels should be well versed in the fundamentals of strategic management.

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INTRODUCTION…(CONTD)..

Strategy Analysis. • Internal Analysis of the organization.

To identify organizations strengths and weaknesses.

• Analysis of task environment.• Analysis of external macro

environment. For revealing opportunities and threats.

…SWOT ANALYSIS…

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STRATEGY FORMULATION

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STRATEGY FORMULATION.

The stage of strategic management that involves the planning and decision making that lead to the establishment of the organization’s goals and of a specific strategic plan.

Levels of strategy Formulation…1. Business Level.2. Function Level.3. Corporate Level.4. International Level.

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STRATEGY IMPLEMENTATION..

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STRATEGY IMPLEMENTATION.. The stage of strategic management

that involves the use of managerial and organizational tools to direct resources toward achieving strategic outcomes.

1. Integration.2. Organization Structure.3. Strategic Control.4. Strategic Leadership.

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STRATEGY IMPLEMENTATION…(CONTD)

Strategy implementation is the most difficult part…

Organizations successful at strategy implementation effectively manage six key supporting factors:

     1.  Action Planning     2.  Organization Structure     3.  Human Resources     4.  The Annual Business Plan     5.  Monitoring and Control     6.  Linkage.

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STRATEGY IMPLEMENTATION…(CONTD)

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STRATEGY IMPLEMENTATION…(CONTD)

"The vision must be followed by the venture. It is not enough to stare up the steps – we must step up the stairs."

– Vance Havner

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EVALUATION AND CONTROL

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EVALUATION AND CONTROL…

Steps.. 1. Define parameters to be

measured.2. Define target values for those parameters.3. Perform measurements.4. Compare measured results to the pre-defined standards.

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MY ORGANISATION

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MY ORGANIZATION…

DEFENCE

•MINISTRY OF DEFENCE.

•ARMY.

CORPS

•ARMY SERVICES.

•CORPS OF ELECTRONICS AND MECHANICAL ENGINEERS(EME).

GROUP

•BASE WORKSHOP GROUP.

•512 ARMY BASE WORKSHOP.

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OVERVIEW OF THE INDIAN ARMY

Is one of the armed forces of India. PRESENT STRENGTH: 1,130,000 soldiers in

active service and about 1,200,000 reserve troops.

Army has a mix of Indian, Russian and Western origin weapons.

Most of the Arms deals have a technology transfer agreement also.

All weaponry has to be reconditioned after specific intervals.

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OBJECTIVES..(ARMY)

Primary: Preserve national interests and safeguard sovereignty, territorial integrity and unity of India against any external threats by deterrence or by waging war.

Secondary: Assist Government agencies to cope with ‘proxy war’ and other internal threats and provide aid to civil authority when requisitioned for the purpose."

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ROLE OF EME..

The role of Corps of Electronics & Mechanical Engineers [EME] is to achieve and maintain the operational fitness of electrical, mechanical, electronic and optical equipment of the Army.

EME carries out light to factory-level repairs of everything the Army uses.

With their forward repair teams based on customized armoured vehicles, they function within a battlefield, recovering equipment casualties from their point of collapse.

Back at base workshop, they strip and rebuild anything that the Army owns be it fighting vehicles, electronics, or data processing equipment.

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WORK IS SUPREME DUTY... The Corps is responsible for providing

engineering support to the army equipment ranging from light vehicles to tanks, guns, missiles, radars, computers, helicopters, communication equipment, night vision devices, simulators and so on during war and peace.

Over the years there has been phenomenal rise in the sophistication, quantum and variety of military hardware.

The Corps has effectively met the challenges arising from the proliferation of such multi-disciplinary high technology military hardware through continuous evolution of its engineering support system.

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IMPORTANCE... There are some schools of thought which

maintain that war is just a fight between soldiers in combat arms; this is not the case.

It is true that an army is a fighting machine, but there are three basic needs if it is to achieve its full potential in battle – leadership, equipment and training.

Wars involve the employment of a great deal of modern and sophisticated equipment and the EME plays a major role in assisting the Army’s posture of operational preparedness and combat effectiveness to win any war.

If combat arms are the teeth of the Army then EME has a vital function of keeping them sharp.

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MANAGING TECHNOLOGY… 632 different EME units including 12

training centres, 13 commands, 8 bases and 113 station workshops.

Eight Army Base Workshops (ABWs) were established to carry out repairs and overhaul of weapons, vehicles and equipment to keep the Indian Army operationally ready.

Towards this end, they also undertake manufacture of spares.

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ARMY BASE WORKSHOPS.. The ABWs work under the overall control of

Director General Electronics and Mechanical Engineers (EME).

Headquarters Base Workshop Group is responsible for planning and co-ordination of functions of the ABWs.

The ABWs are co-located with the ordnance depots which feed them with repairable and spares.

The overhauled/repaired equipment are received by these depots for issue to the user units.

The production/repair capacity of ABWs is determined on the basis of manpower and are fixed in terms of standard units (SUs) which is equivalent to 100 man hours

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512 Army Base Workshop is the oldest and the most modern base workshop of the of the Indian Army.

The wksp was modernized during 1984 to 1987 for overhaul of TK-T-55 with Polish Collaboration.

Further the capabilities were enhanced to overhaul BMP-1, BMP-2, ARVs, BLTs and WZT-2.

ISO 9001 : 2000

AN ISO 9001 : 2000 UNIT

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VISION..

“ENHANCE ARMY’S COMBAT POTENTIAL BY EXPLOITING THE

POWER OF TECHNOLOGY AND INNOVATION.”

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MISSION..

“To Be A Modern, Dynamic And Responsive Centre Of Excellence For The Overhaul Of ICVs And ARVs By Utilizing Emerging Technologies And The Power Of Indigenization To Enhance Weapon System Reliability And The Operational Efficiencies Of The Mechanized Forces.”

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OBJECTIVES..

“To Ensure Full Customer Satisfaction By Overhauling Armoured Fighting Vehicles, Equipments And Manufacturing Of Spares Using Latest Techniques, Superior Workmanship And Strictly Adhering To The Laid Down Processes.”

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MY ROLE…

COMDT & MD

GM (WKS)GM(PROD-

OH) GM(PROD)

EOD

LSD

MFGMACHINE ANC

YARMTFIRE

BOTTLES

SAALC

ETD

GM(ADMN)

PLNG & CONTROL

QCE

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STRATEGY ANALYSIS..

looking at human resources as a unique asset that can provide sustained competitive advantage.

Cost reduction strategy demands workers to work harder, innovation strategy requires

workers to work differently and quality strategy needs them to work smarter.

ADMN department that is highly administrative and lacks strategic integration fails to provide the competitive advantage needed for survival.

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SWOT ANALYSIS..STRENGTH.•WELL ESTABLISHED OVERHAULING FACILITIES.•EXPERTISE AND EXPERIENCE IN RUSSIAN ORIGIN EQPTS.•COST COMPETITIVENESS.•LOCATION OF THE WORKSHOP.

WEAKNESS.•LACK OF CONTINUITY IN TOP MANAGEMENT.•AVERAGE QUALITY SERVICES.•LACK OF OPERATIONAL EFFICIENCY.•OLD VINTAGE MACHINERY HELD.•LESS QUALIFIED MANPOWER HELD.

OPPORTUNITY.•JOINT VENTURE OR STRATEGIC ALLIANCES WITH ORIGINAL EQUIPMENT MANUFACTURERS.•A NEW INTERNATIONAL MARKET, LIKE OVERHAUL OF WAR EQUIPMENTS FOR SMALLER COUNTRIES.•A NEW OPPORTUNITY FOR BEING THE ASSEMBLER FOR EQPTS SUPPLIED IN THE FORM OF KNOCK DOWN KITS.•INDIGENISATION AND MODIFICATIONS.

THREAT.•PRIVATE PLAYERS ENTERING THE MARKET IN COLLABORATION WITH OEMs.•COMPETITORS HAVE SUPERIOR ACCESS TO BETTER MANPOWER AND TECHNOLOGY.•CONCEPT OF OUT SOURCING TO PVT PLAYERS CATCHING UP IN THE ARMY.•PRODUCT OR SERVICE GETTING OBSOLETE DUE TO ADVANCEMENTS IN WAR MACHINES OR CHANGES IN POLICY.

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STRATEGY FORMULATION… What is The Organization’s Grand Strategy? “ AFFORDABLE , EFFICIENT AND MODERN.” Faster induction of advanced weapon

systems. Use OEM as source wherever possible. Shorten weapon change over time. Concept of mothballing. Reoptimise rather than overhaul. Conditioning of weapon systems in situ. Make OEMs collaborate with Pvt

companies( Indian).

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STRATEGY FORMULATION…(CONTD)

What is the purpose of the Strategy? 

• Better customer service.• Better availability of weapon systems.• Achieving better reliability state.• Reduction of life cycle cost of weapon

systems.• Prevent obsolescence of weapon systems.• Concentrate on core competence.

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STRATEGY FORMULATION…(CONTD) Factors.. Worker values and attitudinal trends. Management Trends. Influences of Technology. Demographic Trends. Outsourcing. Competition from Pvt players. Modernization plans of Army

Equipments. Sourcing Strategy of Army.

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WHAT CAN I DO..

How do we compete ?. How can I support the Business Level Strategy ? Align the technology, equipments and manpower with the needs of the future. Representing competency needs, cultural and

man management issues. Appraise the top management about the various

policies and practices that are followed and the changes that are necessary for effective implementation of business strategy.

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STRATEGY IMPLEMENTATION…

Efficient utilization of Human Resources.

Selection of Employees. Dealing with Employee Surpluses. Need for participative management. Taking care of power centers.

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WHAT AM I DOING..

Planned human resource deployments and activities intended to enable an organisation to achieve its goals.

Giving due importance to T&D to develop required competencies.

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EVALUATION AND CONTROL..

Evaluation Matrix. Using surveys and evaluation

processes.

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NEEDS FELT..

Aligning of PMS to cater for strategic fit. Aligning of compensation for desired work

culture. Creation of Strategic-HR cell for converting

human resources in to a sustained competitive advantage.

Need of strategically proactive HR that involves creating future strategic alternatives.

Need for developing selection and development practices to secure competencies in fit with strategic goals.

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CONCLUSIONS… Strategic Planning helps you manage the

future. If you don't manage the future, the future will manage you.

Leaders focus on the ends; Managers focus on the means. Both together achieve more.

Leaders provide vision; Managers provide execution. Both together achieve organisational objectives.

The strategy of an organization has a life cycle: a dormant phase and a development phase. Because strategic issues are not considered through periodic review, many organizations spend most of their time in the dormant phase.

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THANK YOU...