Mission, Market or Madness? Mission, Market or Madness? Twenty - - PowerPoint PPT Presentation

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Mission, Market or Madness? Mission, Market or Madness? Twenty - - PowerPoint PPT Presentation

Feb 03, 2023 115 likes •334 views

Mission, Market or Madness? Mission, Market or Madness? Twenty years from now you will be more disappointed by the things that you didnt do than by the ones you did. So throw off the bowlines. Sail away from the safe harbor. Catch the

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Mission, Market or Madness? Mission, Market or Madness?

CollegeBoard CollegeBoard

“Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover.” – Mark Twain

CollegeBoard CollegeBoard Colloquium 2011 Colloquium 2011

  • O. Homer Erekson
  • O. Homer Erekson

John V Roach Dean John V Roach Dean John V. Roach Dean John V. Roach Dean Neeley School of Business Neeley School of Business Texas Christian University Texas Christian University

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AGENDA AGENDA AGENDA AGENDA

  • Fundamentals of Organizational

Fundamentals of Organizational Change and Strategy Change and Strategy Q Ch Q Ch

  • Quantum Change

Quantum Change

  • Red Oceans v. Blue Oceans

Red Oceans v. Blue Oceans Bl O St t Bl O St t

  • Blue Ocean Strategy

Blue Ocean Strategy

–

Strategy Canvas Strategy Canvas

–

Four Actions Framework Four Actions Framework

–

Tipping Point Leadership Tipping Point Leadership

–

Tipping Point Leadership Tipping Point Leadership

  • Case Study: Texas Ranch College

Case Study: Texas Ranch College

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Organizational Change g

Process D l Product D l

Process I mprovement Product I mprovement

Development Development Incremental Change

Process Redirection Product Redirection

Disruptive Change

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“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the reformer has g enemies from all those who profit by the old order, and only lukewarm defenders in all those who would profit from the new

  • rder.” Machiavelli, 1516

“If we don’t change what we’re doing, we’re in serious danger of ending up right where we are headed.” Yogi Berra g p g g

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Porter’s Fundamental Strategies: Porter’s Fundamental Strategies: g Bloody Red Oceans Bloody Red Oceans

Gain Competitive Advantage Gain Competitive Advantage through through Product Differentiation Product Differentiation Product Differentiation Product Differentiation Gain Competitive Advantage Gain Competitive Advantage Th h Th h Through Through Minimizing Costs Minimizing Costs

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Types of Change: Breakthroughs

Source: Lisa Haneberg, “What is a Breakthrough?”

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Quantum Change: What Does It looks Like? Quantum Change: What Does It looks Like? Quantum Change: What Does It looks Like? Quantum Change: What Does It looks Like?

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“Strategy is really all about being different.”

[Strategy Bites Back Mintzberg et al 2004] [Strategy Bites Back, Mintzberg, et al., 2004]

“Strategic planning, at best, is about posing questions, more than attempting to answer them The q e t fo ne b ine them . . . The quest for a new business paradigm.” [Managing on the Edge, Pascale, 1990]

Source: Kim, W. Chan and Renee , Mauborgne, Blue Ocean Strategy, 2005

www.blueoceanstrategy.com

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Red Ocean Red Ocean vs vs Blue Ocean Blue Ocean Red Ocean Red Ocean vs.

  • vs. Blue Ocean

Blue Ocean

Red Ocean Strategy Blue Ocean Strategy

Compete in existing market space Create uncontested market space Beat the competition Make the competition irrelevant p p Exploit existing demand Create and capture new demand Make the value-cost tradeoff Break the value-cost tradeoff Align the whole system of an Align the whole system of an Align the whole system of an

  • rganization’s activities with its

strategic choice of differentiation or low cost Align the whole system of an

  • rganization’s activities in pursuit of

differentiation and low cost

Source: Kim, W. Chan and Renee Mauborgne, Blue Ocean Strategy, 2005

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Source: Kim, W. Chan and Renee Mauborgne, Blue Ocean Strategy, 2005

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Blue Ocean is about Value Blue Ocean is about Value Innovation Breaking the Value-Cost Tradeoff Finding Uncontested Market Space Space

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Strategy Canvas: Private Residential Colleges and Strategy Canvas: Private Residential Colleges and Universities Universities

High

Top Tier

Universities Universities

Second Tier Third Tier Third Tier Texas Ranch College

L

Texas Ranch College

Education Quality Student Life Experience Reputation Faculty/Student Interaction Low Facilities Faculty Quality Affordability Student Quality

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In What World Does The Texas Ranch In What World Does The Texas Ranch College Live? College Live?

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Strategy Canvas: Private Residential Colleges and Strategy Canvas: Private Residential Colleges and

High

gy g gy g Universities Universities

S d Ti P i t Second Tier Private Third Tier Private Third Tier Private Texas Ranch College

L

Texas Ranch College

Education Quality Student Life Experience Reputation Faculty/Student Interaction Low Facilities Faculty Quality Affordability Student Quality

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Strategy Canvas: Private Residential Colleges and Strategy Canvas: Private Residential Colleges and

High

gy g gy g Universities Universities

Heritage

  • Ranch Management
  • Performance Based
  • Athletics
  • Fine Arts

Discovery Process

  • Student Driven
  • Experiential

Sustainability Theme

  • Fine Arts
  • German community

Theme

  • Building on heritage &

performance

  • Liberal education for

“others”

L Education Quality Student Life Experience Reputation Faculty/Student Interaction Heritage Sustainability Low Facilities Faculty Quality Affordability Student Quality Discovery Process

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Strategy Canvas: Private Residential Colleges and Strategy Canvas: Private Residential Colleges and

High

gy g gy g Universities Universities

L Education Quality Student Life Experience Reputation Faculty/Student Interaction Heritage Sustainability Low Facilities Faculty Quality Affordability Student Quality Discovery Process

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Strategy Canvas: Private Residential Colleges and Strategy Canvas: Private Residential Colleges and

High

gy g gy g Universities Universities

L Education Quality Student Life Experience Reputation Faculty/Student Interaction Heritage Sustainability Low Facilities Faculty Quality Affordability Student Quality Discovery Process

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Source: Kim W Chan and Renee Source: Kim, W. Chan and Renee Mauborgne, Blue Ocean Strategy, 2005

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Tipping Point Leadership Tipping Point Leadership

  • I. Organizational Hurdles
  • a. Cognitive – Organization wedded to

status quo q

  • b. Resource – Limited resources
  • c. Motivational – Unmotivated staff

d Political – Opposition from powerful

  • d. Political

Opposition from powerful vested interests II Id tif i Ti i P i t L d II.Identifying Tipping Point Leaders III.What It Means for your Staff y

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References:

  • 1. Kim, W. Chan and Renee Mauborgne, Blue Ocean

Strategy, Harvard Business School Press, 2005

  • 2. Lendo, Arthur J., “The Strategic Move of Pierce

g College,” Blue Ocean Strategy website. Questions: Questions:

  • O. Homer Erekson

Neeley School of Business Texas Christian University h.erekson@tcu.edu 817-257-7526