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연세대학교경영학과
권 구 혁
Copyright by Ku-Hyuk Kwon. Do not copy or cite without the author’s permission
Strategic Mind &
Strategic Leadership
Strategic Management 1
목차
I. Where is the Bottleneck?
GE – General ElectricII. How Much Do You Know?
1. First Three YearsIII. Common Sense vs. Reality
2. The Late 1980sIV. What is Strategic Mind?
• How to Differentiate?
1. First Three YearsV. Strategic Leadership
Strategic Management 2
Where Is the Bottleneck?
Strategic Management 3
How Much Do You Know?
Knowledge & Experiences?
Powerful Defenders of Strategic Orthodoxy
“The Least Diversity” of Experience
The Largest Investment in the “Past”
The Greatest Reverence for Industrial Dogma
Senior Managers Responsible for Creating Strategy
Montgomery Ward의사례
@ Conductors ina Orchestra
@ TMT meeting
“The essence of strategy lies in creating tomorrow’s competitive advantage faster than competitors mimic the ones you possess today.”
Strategic Management 4
Common Sense vs. Reality
Q. 우리 회사의 핵심역량을 활용할 수 있는사업영역으로 진출하는 것이 과연 현명한것인가?
Strategic Management 5
Common Sense vs. Reality
Survival of the Fittest: 적자생존
Survival of the Weakest: 약자생존
Strategic Management 6
“The Least Diversity” of Experience
Dominant Logic:“The more diverse a firm, the more complex the problemsin managing it.”
Homogeneous TMT
150x7 = 1050??
Strategic Management 7
vs
Similar species Different species
Tests in Moscow University
Q. A, B 중 어느 우리에 있는 동물이 더 오래살았을까?
A B
Strategic Management 8
Deregulation in Airline Industry in 1979
Deregulation in U.S. Airline Industry
Strategic Management 9
Need for Two Changes in Your Life
1st Change:• “From a Novice to a Specialist”
2nd Change:• “From a Specialist to a Generalist”
You’ve been successful so far,
but…..
Strategic Management 10
From the Pyramid to the Bottle Gourd!
Strategic Management 11
Tunnel Vision & the Gorilla
“Did you happen to notice anything else?”: only 42%
Strategic Management 12
The Human Eye vs. The Organizational Eye
“What is the right balance?”
The Human Eye The Organizational Eye
Rod cells used inperipheral vision,95%
Cone cells used inFocal vision, 5%
Organizational resources devoted to peripheral vision
Organizational resources devoted to focal vision
In human vision, the majority of retinal cells are devoted to peripheral vision
In a typical organization, the majority of resources are focused on its central task
Strategic Management 13
What is Strategic Mind?
Origin:Strategos: “The Art of the General”
A Definition:• Objective Setting [목표 설정]• Plans of Action [방법 혹은 수단]
Strategic Management 14
Iraq Afghanistan
For US, same resources, but………….
What is Strategic Mind?
Strategic Management 15
What is Strategic Mind?
Strategic Management 16
매일유업
남양유업
서울우유
아래 세 기업의 중장기 신규사업의 목표(Objective)는?
What is Strategic Mind?
Strategic Management 17
THEFACESHOP
• Design• Engine Quality• Comfort
What is Strategic Mind?
Strategic Management 18
objective: copier bizaction plan:
Strategy:
speed?only one?
Xerox vs. Canon & Others
What is Strategic Mind?
Strategic Management 19
Alexander Graham Bell(1847-1922)
Bell speaking into prototype modelof the telephone
Bell ‘s telephone patent drawing, 7 March, 1876
On October 9, 1876, Alexander Graham Bell and Thomas A. Watson talked by telephone to each other over a two-mile wire stretched between Cambridge and Boston. It was the first wire conversation ever held. Yesterday afternoon [on January 25, 1915] the same two men talked by telephone to each other over a 3,400-mile (5,500 km) wire between New York and San Francisco. Dr. Bell, the veteran inventor of the telephone, was in New York, and Mr. Watson, his former associate, was on the other side of the continent. They heard each other much more distinctly than they did in their first talk thirty-eight years ago.[New York Times, Jan. 26, 1915]
Bell and his partners, Hubbard and Sanders, offered to sell the patent outright to Western Union for $100,000. The president of Western Union balked, countering that the telephone was nothing but a toy. Two years later, he told colleagues that if he could get the patent for $25 million he would consider it a bargain. By then, the Bell company no longer wanted to sell the patent.
G. Bell & Telephone
What is Strategic Mind?
Strategic Management 20
Perspectives on Pricing
Traditional Pricing:
New Perspectives on Pricing:
• HP’s Laser printer• Data Bases for General Hospitals & Dentist’s
What is Strategic Mind?
Strategic Management 21
목표만 있고 구체적인방법이 제시되지 않은사업계획서?@ A 전화사업자의 사례@ 과연 decentralization하면
방법이 찾아질까?- flexibility- knowledge- motivation
목표: 외국의우량기업 & 선두주자
방법: mostly imitation
왜 우리나라기업들은
전략에 취약할까?
Example) Storytelling by 3M * Easy * Persuasive* Alternatives
What is Strategic Mind?
Strategic Management 22
How To Differentiate?
휘발유를차별화 할 수 있는가?
1 2
3
4
Strategic Management 23
How To Differentiate?
기존의 경영상식 새로운 해석
Charismatic Leader • Short-term vs. Long-term• Time-telling vs. Clock-Building
경쟁자를 이기는 전략• 자신을 이기는 전략• 현재보다 나아지기 위해서는?
약점을 공격하라! • 약점에 대한 훈련 및 면역• 공격의 예측
Unlearning
Strategic Management 24
How To Differentiate?
The Medici Effect: The Place for Innovation [Renaissance]
철학자
시인
과학자
건축가
금융업자
조각가
화가
Strategic Management 25
How To Differentiate?
Peter’s Café in Horta, the Azores Islands
Horta
Madeira
•Fishing for Marlin(청새치) in Cubawithout Hooks
• Use of Rags• “When the fish strikes the rag, it wraps around fish
bill and won’t let go because of the friction. The
fish don’t get hurt and can be released.”
Strategic Management 26
How To Differentiate?
Passively cooled, Eastgate uses only 10% of the energy needed by a similar conventionally cooled building. Termite mound in Namibia
Mick Pearce’s Eastgate Centre in Harare, Zimbabwe
Strategic Management 27
How To Differentiate?
A. Customers’ Perspective
Restaurants vs. Movie Theaters
Strategic Management 28
How To Differentiate?
A. Customers’ Perspective
제품인식단계: Oral-B
영수증: Hospital
제품의 이동: Pepsi’s plastic bottle
반환 및 교환: Nordstrom’s tire
폐기: Canon’s cartridge return
From Product Only to the Whole Consumption Chain
Strategic Management 29
How To Differentiate?
A. Customers’ Perspective
From Product Only to the Whole Consumption Chain
Where to Buy?- Local, High-Way
What Else?- 출퇴근, 여행, 쇼핑, etc
With Whom?- 혼자, 부부동반, 친구, etc
When to Buy?- 아침, 낮, 밤
소비자의 관심:길을 잃지 않을까?가스가 떨어지지 않을까?안전할까?고장 나면 어쩌나?
위치: 주요 간선도로나 고속도로시설: 환한 조명과 감시시스템
주유원 배치여행안내자 배치핸드폰 대여정비시설 구비, etc
예) 주유소 개업
Strategic Management 30
How To Differentiate?
B. From Customers’ Needs to My Dreams
소비자의 욕구 vs. 기업의 꿈
시장조사가 Hit 상품을 만들 수 있을까?
Strategic Management 31
How To Differentiate?
C. From “Look Into” to “Look Across”
price ease of use optionalfeatures
speed accuracy
Key elements of service and delivery
rela
tive
leve
l
the pencilother softwareQuicken
Cf) “Stuck inthe Middle”
Quicken by Intuit
Strategic Management 32
How To Differentiate?
C. From “Look Into” to “Look Across”
BOS’s ERRC The Four Action Framework
To gain insight into “how to lift buyer value and create new demand”
To gain insight into “how to drop your cost structure” vis-à-vis competitors A New
Value Curve
Reduce
Eliminate Create
Raise
To push companies to go beyond value maximization exercises with “existing”factors of competition
Strategic Management 33
How To Differentiate?
C. From “Look Into” to “Look Across”
<Case> The Strategy Canvas of the U.S. Wind Industry in the Late 1990s
Low
Offering
HighPremium Wine
Budget Wine
경쟁요소
Casella Wines: Yellow tail
Value Curve
Differentiation
Low Cost
From the market point of view, “Different” in the
same way
Social drink accessible to
everyone
Strategic Management 34
D. From “War” to “Game”
1. Players
2. Added Value
3. Rules
4. Tactics
5. Scope
How To Differentiate?
Strategic Management 35
Tactics 바꾸기
• 40c 50c로 인상- 독자감소, 수입감소- 인상상태 지속불가- NYDN의 인식전환을위한 전략수립
- 25c로 가격인하 의향을 흘림
• 25c로 인하 (Staton지역)- 판매수익 2배 증가
• 40c 고집- 자사의 성공을 신문내용의우수성으로 인식
- NYP의 25c로의 가격인하의지를 믿지 않음
• 50c로 인상
경쟁자의인식변화 유도
• 가격균형 유지• 양사 수익의 증대 유도
How To Differentiate?
Strategic Management 36
Scope 바꾸기
• 16 bit 게임기 시장창출- 8bit 시장에서의 열세
만회를 위해
• 8bit 게임기 시장의 리더
• 16bit 시장 진출이 어려움- Sega와의 경쟁 --> 가격인하
- 16bit 시장의 활성화를 원치 않음
- 8bit 부가가치 저하
• 16bit 시장진출에 2년 소요
How To Differentiate?
Strategic Management 37
General Manager의 의미
Generals in the Army: Stars
Not “functional”
경제학
인사관리
조직관리
회계원리
재무관리
경영전략
MIS
심리학 사회학 통계학
E-Business
기초과목
생산관리
마아케팅
1.TMT or TNT?2. 임시직원?
Strategic Leadership
Strategic Management 38
1. Strategic vs. Operating Decisions을구분할것!
2. 시키는일만잘한다? 어떻게제대로된일을시킬것인가?
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
General Manager의 역할
Strategic Leadership
Strategic Management 39
1. Strategic vs. Operating Decisions을구분할것!
Strategic Leadership
Strategic Management 40
2. 시키는일만잘한다? 어떻게제대로된일을시킬것인가?
Problem Solving vs. Problem Finding
Specialists Generalists
Strategic Leadership
Strategic Management 41
2. 시키는일만잘한다? 어떻게제대로된일을시킬것인가?
0.3
0.30.5
A
BC
상대방의 실력은 서로 잘 알고 있다!꼼수는 통하지 않는다!!Communication을 할 수는 없다!!
Strategic Leadership
Q. 만약 여러분이 C의 입장이라면어떻게 생존전략을 수립할것인가?
1. 목표: 생존2. 방법: ???
Strategic Management 42
2. 시키는일만잘한다? 어떻게제대로된일을시킬것인가?
Judo Strategy
0.3
0.30.5 0.2?
A
BC
Is it Interesting, or exceptional?
Strategic Leadership
Strategic Management 43
Samsung’s Entry into Mexico:46” LCD TV for $900
SONY:85% m.s. for 46” LCD TV
Selling for $1300
2. 시키는일만잘한다? 어떻게제대로된일을시킬것인가?
Scenario) Samsung’s Entry into Mexico
Strategic Leadership
Strategic Management 44
2. 시키는일만잘한다? 어떻게제대로된일을시킬것인가?
6~9AM5~8PM
“One Price to All”
Judo Strategy: Kiwi International
Strategic Leadership
Strategic Management 45
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
Why Are CEOs Fired?
1. Mismanaged Change: 31%
2. Ignored Customers: 28%
3. Tolerated Low Performers: 27%
4. Denied “Reality”: 23%
특히 위험한 것은…….너무나 많은 성공을
보고 경험해 왔다는 것!!
Strategic Leadership
Strategic Management 46
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
기업은왜 죽어갈까?
핵심역량이부족해서?
실수때문에?
그밖에무엇때문에??
• 동명목재, 화신백화점, 율산, 대우• Enron, • Kodak, Ford, GM, K-Mart, Readers Digest….
Strategic Leadership
Strategic Management 47
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
Icarus ParadoxSuccess
Specialization& Exaggeration
Confidence& Complacency
Dogma & Ritual
Failure
Leadership
Culture Strategy Structure
Culture& Configuration
Strategic Leadership
Strategic Management 48
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
DEC’s mini com. PC
Goal
Strategy
Structure
Culture
Case
시장점유율
마케팅차별화
분권화된 관료주의
ITT: 호텔, 보험, 과자 등
Goal
Strategy
Structure
Culture
Case Control Data’s Cray Com.
분기별 실적수치
무분별한 확산
지나친 관료주의
조직전체 중시 정치적인 문화
IBM, P&G
성 장
착실한 성장
분권화
웅대함, 화려함
과도한 확장
분열
기업가적 투기적
실용성
혁신
유기적
기술적 이상향
첨단기술 집착
혼돈적
연구개발 Think-tank
품질
품질우위
질서 중시
완벽
기술적 수선
경직적
기술중시 기술관료주의
DecouplingSalesmen Drifters
VenturingBuilder Emperialist
FocusingCraftsmen Tinkerers
InventingPioneers Escapists
넓음
범위
좁음
시장조사는하지 않았다. 그레이엄벨이 전화를발명할때 시장조사를했느냔말이다. 천만의말씀. 내가 바라는 것은오직혁신이다.
- iCon 스티브잡스중-
Icarus Paradox
Strategic Leadership
Strategic Management 49
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
Icarus Paradox
Strategic Leadership
Strategic Management 50
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
PasiphaeMinos
Ariadne Minotauros
Snow-white Bull
Daedalus
Icarus
도끼, 송곳, 자등을 만듬
TheseusDionysosAt Naxos
Labyrintos(미로)
Aigeus +Aithra
Aegean Sea
Zeus Europe
Strategic Leadership
Strategic Management 51
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
신화의특징은?
Strategic Leadership
Strategic Management 52
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
Icarus Paradox
Led by….
Environment “We want Cheap & Reliable cars”
Strategy = f(Productivity)
Cadillac
Buick
Oldsmobile
Chevrolet
Pontiac
Ford: Model-T….• 1908년 Model-T생산• 1913년 Ford System도입
General Motors: Sloan
Followed by.. General Motors: Inefficient!! Ford: • Productivity, Productivity, &
Productivity!!• 1920년대 말 2위로추락• 1930년 업계 3위로추락
“We want 2nd Car!!”
= f(income bracket)
1900년대말~20년대초 1920년대초이후
Strategic Leadership
Strategic Management 53
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
Icarus Paradox: Steve Jobs의변신…….
1988~1983
Fired in May 1985 and founded NeXT
ComputerReturn to Apple Inc. in
late 1996(Apple announced that it
would buy NeXT for US$429 million
Apple I in 1976
Apple II in 1977
2001년 10월
Strategic Leadership
Strategic Management 54
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
잘못된 Innovation의 예: The Innovator’s Dilemma
Hard Disk Capacity(MB)
Point at which hard-disk drives invade minicomputer market
Point at which hard-disk drives invade personal computer market
Point at which hard-disk drives invade portable computer market
2.5” Drive
Demand in Notebook Market
1975 1980 1985 1990
Strategic Leadership
Strategic Management 55
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
The Innovator’s Solution: 선택과집중??
Steel
Quality
1975 1980 1985 1990 Time
7%Gross Margins
12%Gross Margins
18%Gross Margins
25~30%Gross Margins
55%
22%
8%
4%
% of TotalSteel Production
• “선택과 집중”: 항상 옳은가?• 수익성 높은 시장을 경쟁사로부터 방어해야 할 필요성
Strategic Leadership
Strategic Management 56
3. 과거의방식을어떻게이어갈것인가?어떻게변화할것인가?
Innovation vs. Core Competencies
t
CompetitiveAdvantage
t
CompetitiveAdvantage
Is Sustainable Competitive Advantage Possible??
Ex) Bill Gates’ Remarks on Windows
• Cannibalization?• Uncertainty?: OS/2, X-window
Strategic Leadership
Strategic Management 57
AND management vs. OR management
Manage to do~; Managers
Marketbusters(2005):40 Strategic MovesThat drive ExceptionalBusiness Growth
Beyond the Core(2004):6 Adjacency Moves
Blue Ocean Strategy(2005):6 “Across”es
+ + = 52?
Built to Last(1994):Clock Building vs.Time Telling
= ??Good to Great(2001):Level 5 Leadership
Conflict
Conclusion
결국, Manager란?
