عرض العناصر حسب علامة : الاستراتيجية
الأربعاء, 13 نوفمبر 2024 10:37
رسالة ماجستير: العلاقة بين القيادة الاستراتيجية والتسويق الريادي بالتطبيق على العاملين بالمستشفيات الخاصة بمحافظة القاهرة
رسالة ماجستير عن القيادة وهدف البحث الكشف عن العلاقة بين القيادة الاستراتيجية والتسويق الريادي بالتطبيق على العاملين بالمستشفيات الخاصة.
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الثلاثاء, 14 مايو 2024 08:07
رسالة دكتوراه: أثر تطبيق استراتيجية تخفيض الحجم على توجهات الموارد البشرية نحو إعادة برمجة الوظائف ذاتياً
رسالة دكتوراه عن الموارد البشرية وهدف الرسالة اختبار العلاقة ميدانياً بين تطبيق استراتيجية تخفيض الحجم وتوجهات الموارد البشرية نحو إعادة برمجة الوظائف ذاتياً في الشركات التابعة لقطاعات صناعات الغزل والنسيج والكيماويات والتعدين في مصر.
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رسائل ماجستير و دكتوراة
الأربعاء, 21 يونيو 2023 09:52
رسالة دكتوراه: دور السعادة النفسية كمتغير وسيط في العلاقة بين القيادة الناعمة والنجاح الاستراتيجي
تناولت الدراسة الحالية التعرف علي دور السعادة النفسية كمتغير وسيط في العلاقة بين القيادة الناعمة كمتغير مستقل والنجاح الإستراتيجي كمتغير تابع للعاملين بقطاع البترول.
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الإثنين, 15 مايو 2023 07:19
رسائل ماجستير: دور القيادة الإستراتيجية في تحقيق التميز المؤسسي للجامعات المصرية
يسعي البحث الحالي إلي دراسة الواقع الحالي لممارسة القيادات الجامعية للقيادة الإستراتيجية والتميز المؤسسي للجامعات المصرية، وتحديد نوع وقوة العلاقة بين القيادة الإستراتيجية والتميز المؤسسي للجامعات المصرية.
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رسائل ماجستير و دكتوراة
الأحد, 19 فبراير 2023 09:09
أحد أهم تحديات الاندماج والاستحواذ التكامل الثقافي
يعد التحدي المتمثل في دمج ثقافات الشركات المندمجة أحد أكثر العوامل شيوعًا التي تساهم في عمليات الاندماج والاستحواذ الفاشلة (M&A)، وفقًا لتقرير عمليات الدمج والاستحواذ العالمي لعام 2023 لشركة Bain & Company
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الإثنين, 06 يونيو 2022 13:12
ما هي استراتيجية الشركة؟
تأخذ استراتيجية الشركة نهج المحفظة في اتخاذ القرارات الاستراتيجية من خلال النظر في جميع أعمال الشركة لتحديد كيفية إنشاء أكبر قيمة.
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المحتوى بالإنجليزية
What is Corporate Strategy?
Corporate Strategy takes a portfolio approach to strategic decision making by looking across all of a firm’s businesses to determine how to create the most value. In order to develop a corporate strategy, firms must look at how the various business they own fit together, how they impact each other, and how the parent company is structured, in order to optimize human capital, processes, and governance. Corporate Strategy builds on top of business strategy, which is concerned with the strategic decision making for an individual business.
What are the Components of Corporate Strategy?
There are several important components of corporate strategy that leaders of organizations focus on. The main tasks of corporate strategy are:
Allocation of resources
Organizational design
Portfolio management
Strategic tradeoffs
In the following sections, this guide will break down the four main components outlined above.
#1 Allocation of Resources
The allocation of resources at a firm focuses mostly on two resources: people and capital. In an effort to maximize the value of the entire firm, leaders must determine how to allocate these resources to the various businesses or business units to make the whole greater than the sum of the parts.
Key factors related to the allocation of resources are:
People
Identifying core competencies and ensuring they are well distributed across the firm
Moving leaders to the places they are needed most and add the most value (changes over time, based on priorities)
Ensuring an appropriate supply of talent is available to all businesses
Capital
Allocating capital across businesses so it earns the highest risk-adjusted return
Analyzing external opportunities (mergers and acquisitions) and allocating capital between internal (projects) and external opportunities
#2 Organizational Design
Organizational design involves ensuring the firm has the necessary corporate structure and related systems in place to create the maximum amount of value. Factors that leaders must consider are the role of the corporate head office (centralized vs decentralized approach) and the reporting structure of individuals and business units – vertical hierarchy, matrix reporting, etc.
Key factors related to organizational design are:
Head office (centralized vs decentralized)
Determining how much autonomy to give business units
Deciding whether decisions are made top-down or bottom-up
Influence on the strategy of business units
Organizational structure (reporting)
Determine how large initiatives and commitments will be divided into smaller projects
Integrating business units and business functions such that there are no redundancies
Allowing for the balance between risk and return to exist by separating responsibilities
Developing centers of excellence
Determining the appropriate delegation of authority
Setting governance structures
Setting reporting structures (military / top-down, matrix reporting)
#3 Portfolio Management
Portfolio management looks at the way business units complement each other, their correlations, and decides where the firm will “play” (i.e. what businesses it will or won’t enter).
Corporate Strategy related to portfolio management includes:
Deciding what business to be in or to be out of
Determining the extent of vertical integration the firm should have
Managing risk through diversification and reducing the correlation of results across businesses
Creating strategic options by seeding new opportunities that could be heavily invested in if appropriate
Monitoring the competitive landscape and ensuring the portfolio is well balanced relative to trends in the market
#4 Strategic Tradeoffs
One of the most challenging aspects of corporate strategy is balancing the tradeoffs between risk and return across the firm. It’s important to have a holistic view of all the businesses combined and ensure that the desired levels of risk management and return generation are being pursued.
Below are the main factors to consider for strategic tradeoffs:
Managing risk
Firm-wide risk is largely depending on the strategies it chooses to pursue
True product differentiation, for example, is a very high-risk strategy that could result in a market leadership position or total ruin
Many companies adopt a copycat strategy by looking at what other risk-takers have done and modifying it slightly
It’s important to be fully aware of strategies and associated risks across the firm
Some areas might require true differentiation (or cost leadership) but other areas might be better suited to copycat strategies that rely on incremental improvements
The degree of autonomy business units have is important in managing this risk
Generating returns
Higher risk strategies create the possibility of higher rates of return. The examples above of true product differentiation or cost leadership could provide the most return in the long run if they are well executed.
Swinging for the fences will lead to more home runs and more strikeouts, so it’s important to have the appropriate number of options in the portfolio. These options can later turn into big bets as the strategy develops.
Incentives
Incentive structures will play a big role in how much risk and how much return managers seek
It may be necessary to separate the responsibilities of risk management and return generation so that each can be pursued to the desired level
It may further help to manage multiple overlapping timelines, ranging from short-term risk/return to long-term risk/return and ensuring there is appropriate dispersion
Summary
Corporate Strategy is different than business strategy, as it focuses on how to manage resources, risk, and return across a firm, as opposed to looking at competitive advantages.
Leaders responsible for strategic decision making have to consider many factors, including allocation of resources, organizational design, portfolio management, and strategic tradeoffs.
By optimizing all of the above factors, a leader can hopefully create a portfolio of businesses that is worth more than just the sum of the parts.
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الأحد, 06 مارس 2022 10:01
مواكبة الدور المتطور للمدير المالي
تطور دور المدير المالي في العام الماضي أكثر مما كان عليه في السنوات الخمس الماضية، بسبب التحول الرقمي الهائل الذي حدث استجابة للوباء. بينما تستمر الأرقام -من تلك المرتبطة بمقاييس الأداء إلى المحصلة النهائية -في أن تكون محور التركيز الأساسي، يُطلب من المديرين الماليين اليوم لعب دور رئيسي في قيادة الأجندة الإستراتيجية الأوسع للمؤسسة.
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المحتوى بالإنجليزية
The role of the chief financial officer has evolved more in the last year than in the past five years, due to the massive digital transformation that took place in response to the pandemic. While numbers — from those associated with performance metrics to the bottom line — continue to be a primary focus, CFOs today are now being asked to play a key role in driving the organization’s broader strategic agenda.
Those agendas increasingly feature digital transformation as companies seek to leverage artificial intelligence, the Internet of Things and other technologies to gain a competitive advantage in a continually changing business environment. And it’s not uncommon to find CFOs at the forefront of these efforts.
A PWC US Pulse survey in August reported that 68% of the finance leaders surveyed plan to invest in digital transformation over the next 12 months. That’s in line with a 2021 Gartner CEO Survey: The CFO Perspective in which 82% of the respondents said there was intent to increase investment in digital capabilities in fiscal year 2021 compared to FY2020.
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CFOs are creating and executing insight-driven strategies that drive and support technology-powered change throughout the organization, and creating cultures open to new ways of working. Furthermore, CFOs are employing a more holistic view of the business, and championing data-driven decision making, to future-proof the organization and make teams more agile and resilient.
Let’s examine why and how these specific changes to the CFO role came to fruition.
Pandemic-influenced acceleration
While the CFO role has been evolving for years, its expansion into the realm of digital transformation ramped up throughout the pandemic. As COVID-19 lockdowns were imposed, many organizations digitized processes to support remote work operations.
Investments in digital technologies and the supporting information technology infrastructure were essential in enabling these organizations to adapt and thrive amid unprecedented disruptions, and CFOs prioritized the budget for this enablement.
The pandemic also provided a strong proving ground for the value of advanced data analytics. Armed with data, CFOs and finance teams were able to generate insights that enabled the organization to pivot to alternative markets and suppliers and adapt to new ways of working in response to sudden business and market shifts.
The success of those efforts, which includes positive ROI on digital investments, has encouraged many CFOs to advocate for faster and increased digital transformation due to the favorable short-term performance outcomes. CFOs also see the potential for long-term value creation and are making more investments.
The digital transformation of finance functions
Digital technologies aren’t just changing business operations and customer experiences. These technologies are reshaping finance and support functions — and the CFO role.
Automation, AI, machine learning, process analytics and other technologies are being used to streamline workflows and eliminate many tedious, repetitive tasks. That includes manual workflows associated with areas like accounts payable, compliance, and risk management. The results of this evolution are plentiful: increased productivity, less human error, reduced costs, and higher-quality outputs.
The technologies are also freeing CFOs up from the many manual processes that typically take up time, like signing and sending back checks, so the focus can be reassigned to higher-level, more strategic endeavors. It allows for better use of the CFO’s expertise and experience, and allows for the ability to provide greater value to the organization.
In addition, the elimination of manual processes provides CFOs with more bandwidth to create meaningful roles for the finance team. That enables team members to devote more time to high-value activities as well and move past paper pushing, essentially creating a trickle-down effect. It also contributes to greater career satisfaction which can improve employee morale.
Harnessing the power of data
Data analytics have long been used by CFOs and the finance team to help manage business activities. Through digital transformation, CFOs can do much more — and do it all faster and more cost-effectively.
CFOs can easily gather data from numerous disparate sources, clean it, label it, organize it, store it and ensure it meets compliance requirements. With just a click or two, finance leaders can access the data needed, drill down, slice and dice, and perform ad-hoc analyses. This access allows for real-time delivery of insights and the ability to create easy-to-understand visualizations for human resources, sales, procurement, operating divisions, business units and other internal customers throughout the organization.
This data-driven information can be used to develop process improvements, ensure compliance, and enhance employee and customer satisfaction. It can be used to identify new market and profit opportunities, measure and manage business performance, and run simulations. It can help organizations hedge against volatility and respond faster to changes.
Ultimately, the result is that CFOs are becoming data scientists as much as finance professionals. With the ability to interpret data and connect data points, these leaders are also becoming storytellers — including the hows and whys. With this information, CFOs can walk through the steps that are informing decision making behind specific objectives, strategies, and success definitions.
Seeking resilience and readiness
With technology and customer expectations constantly changing and the amount of data growing exponentially, digital transformation is considered an ongoing journey. CFOs are steering efforts to keep forward momentum. Doing so requires continuous innovation and the ability to anticipate, respond and adapt to changes, challenges and opportunities as they arise.
It’s not enough for CFOs to employ the latest technologies or drive company-wide technology adoption. It’s now about striving for digital resilience. Digital resilience enables organizations — and CFOs — to rapidly adapt to business disruptions and capitalize on changing conditions, two factors that should be included in every business continuity plan moving forward.
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الأحد, 27 مارس 2022 13:48
القيمة المالية للعلامة التجارية
الأصول غير الملموسة هي المحرك الرئيسي لخلق قيمة تجارية طويلة الأجل في بيئة اليوم التنافسية والمترابطة وسريعة الحركة
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الإثنين, 27 سبتمبر 2021 12:44
إنفوجرافيك.. ثلاثة عناصر رئيسية في صميم كل استراتيجية جيدة
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الخميس, 16 سبتمبر 2021 10:16
تسويق شركتك: الاستراتيجية الرقمية حتمية
غيّر عام 2020 كل شيء عن كيفية عمل الشركات، بما في ذلك كيفية تفاعلها مع الجميع من الموظفين إلى العملاء ومن البائعين إلى المجتمعات
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المحتوى بالإنجليزية
Marketing your firm: The digital strategy imperative
By David M. Toth
May 12, 2021, 9:00 a.m. EDT
5 Min Read
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2020 changed everything about how businesses operate, including how they interact with everyone from staff to clients, vendors to communities. The COVID-19 pandemic resulted in a digital transformation that changed the way people purchase consumer products, goods, and services. Until 2020, only 15% of companies prioritized digital transformation. In 2021 however, 77.3% of CIOs rated digital transformation as a top priority, pushing cybersecurity to second place.
Firm leaders of today and tomorrow looking to succeed in an increasingly virtual market must lean into the momentum that has been created since the beginning of the pandemic, take those learning experiences and data points, and uncover new paths to revenue growth.
Digital presence is nothing new and has lived as a function of marketing for a long time. But as client acquisition becomes more complex and anomalies like those of the Paycheck Protection Program and CARES Act have proved to firms that opportunities do exist through virtual experiences, a sound digital strategy must find its place as a pillar of your firm’s 10-year vision.
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The ability to remain competitive in 2021 and beyond is now dependent upon an approach that engages your target audience in tailored and unique ways, either pushing them through a thoughtfully designed qualification process or grooming unqualified leads to become clients of the future. Key tools to a successful plan include:
The evolution of your website into a sales tool;
Leveraging content to answer your audience’s pain points and challenges;
Thought leadership to establish expertise and positioning in key channels;
Comprehension of the “new” client journey;
A tactical approach to keyword strategy and search engine rankings;
Leveraging email marketing that has been a proven tactic in our toolbox for 20-plus years;
Defining the conversion funnel for your firm as it relates to managing each touchpoint;
Identifying digital champions inside your firm; and,
Technology adoption across marketing and sales.
As digital strategy evolves to become an immediate and impactful portion of the client experience, the prospect-to-client journey you create (read: your digital strategy) will require the same level of attention in a virtual environment as it would in-person. The above tools combine to provide rich insight into each visitor’s online movements, interests, and interactions, allowing your firm to curate a personalized, guided experience from the moment they walk in your virtual “front door.”
In fact, prospects and clients already expect and demand a frictionless journey, shifting the traditional focus of business development from relationships in the market to virtual experiences online. Providing a frictionless experience to your prospects and clients requires your firm be able to capture data, automate their interactions, and gain insight from the time they get to your website to the time they interact with your colleagues in the local community. The ability to centralize this information into one dashboard removes the hurdles and unnecessary complexity from a rapidly evolving process.
New opportunities
Geographic boundaries have vanished, but new boundaries related to the virtual buyer’s journey and the pandemic have sprung up between firms and prospective clients. This shift has created a digital strategy imperative. Every facet of the prospect-to-client relationship is now critical to maintaining a data-driven approach to measure what must be managed.
And there are big opportunities to be had. Implementation of a digital rainmaker strategy grants firms the ability to establish meaningful relationships while building a book of business that extends beyond any one individual. Opportunities generated through a broad, sophisticated digital strategy will create an output of higher conversion rates (and more time dedicated to clients and billable hours) for partners, ultimately yielding increased cash flow and profitability for the firm.
So, what are the foundations of a sound digital rainmaker strategy?
1. Data is king. So is content. You may have seen some headlines recently about the way data is going to be collected and stored by internet giants like Google, Facebook, YouTube and Amazon. Their methods are evolving rapidly to put the user first and protect their data. What does that mean for your digital strategy? Data collection will be much more critical at the firm level versus relying on third-party sources. Attention will become a commodity and competition for users’ time on the internet will be more challenging. Strong, relatable content that shows thought leadership will pave the path to establishing an authoritative voice and a strong following.
2. Focus on one vertical at a time. Developing a source of qualified leads through digital marketing of specific verticals and practice lines is the best way to create success stories for repeatable growth. Trying to tackle and embrace the entire firm's transition to one of digital culture will have its challenges. Embracing a model that is generating traceable, repeatable, and sustained revenue comes with focus, leadership, and the ability to identify digital champions within the firm. Who will be the next partner to champion video, thought leadership creation, and a podcast with 40,000 monthly subscribers?
3. Data flow drives decisions. Visibility and accountability at all levels is critical and data flow, analytics, and dashboards connecting the path from marketing inception to sales conversion provide the insight needed to know what’s working and what isn’t. Data-driven growth is integral to the future-ready firm.
4. Adoption at all levels is critical. Why do only 30% of digital transformations succeed? Because, according to McKinsey, adoption must be endemic — and that’s a hard nut to crack. Adoption that starts at the top level and becomes part of the firm's strategic plan, goals, metrics, and key performance indicators at all levels is more likely to succeed and produce the greatest return on investment.
As client acquisition becomes ever more challenging and complex, as client experiences trend toward virtual and away from in-person exclusively, and as the prospect-to-client expectations continue to evolve, this imperative will become ever more critical to your success.
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