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Strategy Unplugged
Hang on tight! Strategy Unplugged is an extensive, yet accessible course that will give you a new perspective on strategy. With 24 video lectures, you have nearly 3 hours of focused content presented by Sid Peimer with his entertaining dry sense of humour and more than 20 years experience in strategy – from start-up to blue chip. Lecture 1: Expectations Everyone agrees that strategy is important, but no one agrees on what it is. Here Sid sets the stage for your journey. The veil begins to be is lifted off the mystique of strategy, and you begin your journey with a practical definition of the word ‘service’. In 200 BC Archimedes proclaimed: Give me a lever long enough and a fulcrum on which to place it and I shall move the world. Strategy Unplugged is both the lever and a stable platform to allow you to move the world. Lecture 2: Occam’s razor We encounter just a hint of basic mathematics to learn the concept of Occam’s Razor. This concept, or rather principle, was proposed as early as the 1300s by a Franciscan friar who lived in the English county of Surrey in a village called Ockham. His name was William of Ockham, and as a logician he proposed the following: Pluralitas non est ponenda sine necessitate. The spelling has changed somewhat over the years, but the maxim has survived – for very good reason. Lecture 3: What qualities a strategist? Sid tells a fascinating story about the moon landing, and that Neil Armstrong actually did not say “one small step for man, one giant leap for mankind”. To become a strategist requires no formal education – all it takes is a change of perspective, because when people ask for a strategy, all they are asking for is your perspective. Lecture 4: Military heritage Although there are a substantial number of military strategists (as there have been a substantial number of conflicts), we begin with Sun Tzu, also looking at the contributions of Frontinus, Guibert, Von Clausewitz, Liddel Hart and General Forrest. Lecture 5: Strategy enters our lexicon In the previous lecture we investigated the roots of military strategy from the ancient to the modern. Strategic thought obviously did not stop there, and neither did strategic folly. Wherever there is conflict there is strategy, and it will always be documented. But for our purposes, a branch emerges into the business world, and that is the one we take here. We look at the contributions of Andrews, Chandler, Ansof and the Boston Consulting Group. Lecture 6: Modern strategic thought In this lecture we cover the contributions of Michael Porter, looking not only at the 5 forces model, but also his concept of generic competitive strategies as well as the value chain. There are certain constraints to the 5 forces model, and to compensate for these we have the resource based view of the firm which is also covered in this lecture. Lecture 7: Contemporary theories Our primary focus here is on the work by Henry Mintzberg where we learn about deliberate and emergent strategies. Modern Strategy has become a smorgasbord of opportunity for modern authors, consultants and academics. If you come up with a hot concept, you get yourself a great book deal with the chance of getting onto the bestseller list, not to mention the lucrative speaker circuit. However we isolate one exemplary example which is Blue Ocean Strategy by Kim and Mauborgne. Lecture 8: Towards a definition Here we begin our journey towards a definition of strategy that meets the requirements of Occam’s Razor. We encounter Plans, Goals, Visions, Missions, Objectives and Tactics – and put them into perspective relative to strategy. Defining strategy is not a straightforward process, and here we encounter the first stage in the process of arriving at a practical definition. Lecture 9: The 55/5 rule In our previous lectures we built up 2 stages of the definition of strategy. The first: strategy is what you need to do to win; the second: strategy is what you need to do to meet your objectives. We also dropped the term goals from our strategic statements, and we would be replacing it with something absolutely crucial which we cover in this lecture based on the 55/5 rule (which has been ascribed to Einstein): “If i had one hour to save the world, i would spend 55 minutes thinking about the problem, and 5 minutes thinking about solutions”. Lecture 10: A definition at last This is a brief lecture where we consolidate what we have covered to arrive at a definition of strategy that satisfies Occam’s Razor. Lecture 11: Supply and demand The main reason that strategies fail is that people did not do what we expected them to do. here we are not referring to staff and implementation, but to the market that we are trying to influence. Although the market does respond in a logical way at times following the dictates of a standard demand curve – and why retailers have sales, it is irrational to think that people make rational decisions in their best interests all the time. That brings Behavioural Economics to the fore. Lecture 12: The balance sheet in the brain This le
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