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RBS Core Values in Integration Strategies

This document discusses various capabilities for integrating organizations across different dimensions. It identifies integrators like vision, mission and values that help integrate organizations. It also discusses different structural options for integration like common leadership, matrix structures. Other integrating capabilities mentioned include integrating processes, IT systems, shared services, corporate governance structures, stakeholder management and brands. The document also talks about various processes that can help integrate organizations like strategic planning, control systems, culture and goals & strategies. The concepts of ambidexterity and strategic resource mapping are also introduced in the context of integration.

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0% found this document useful (0 votes)
5 views20 pages

RBS Core Values in Integration Strategies

This document discusses various capabilities for integrating organizations across different dimensions. It identifies integrators like vision, mission and values that help integrate organizations. It also discusses different structural options for integration like common leadership, matrix structures. Other integrating capabilities mentioned include integrating processes, IT systems, shared services, corporate governance structures, stakeholder management and brands. The document also talks about various processes that can help integrate organizations like strategic planning, control systems, culture and goals & strategies. The concepts of ambidexterity and strategic resource mapping are also introduced in the context of integration.

Uploaded by

Shrey
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Capabilities for integration

Session 20

1
• Integration across
• Time
• Region, geographies
• Organizational divisions- eg. Functions such as NPD
• Inter-organization boundaries- eg supply chain

2
Integrators
• Vision
• Mission
• Values
• Goals
• Strategies
• Structure
• Processes
• Culture/identity/brand
• Ambixexterity- for continuous integration
3
Options for integration- intangibles
• Use of different combinations of assets/ capabilities

4
Options for integration- structure
• Structural integration, leadership, leadership team
• Hierarchy- ‘common boss’
• Liaison roles- boundary spanning and problem solving roles that are
mostly informal
• Cross unit groups, common leadership cadre
• Integrator roles or departments/IT Capabilities
• Matrix structures

5
Other integrating capabilities- IT capabilities
• Integrating Processes, enabling MIS systems,

6
Other capabilities- Financing, shared services
• Parenting

7
Other capabilities – corporate governance
• Reporting and control systems
• Ensuring that actions and incentives are integrated with the goals of
the promoters

8
Other capabilities- stakeholder management
capabilities

9
Brand as an integrator
• Brands (along with underlying processes and culture)

10
Processes for creating strategy in organizations
• Strategic planning systems
• Overarching strategic planning process –linking different parts of the
organization
• Strategy workshops
• Strategic leadership
• Processes for promoting strategic thinking- strategic thinking spread
across the organization
• Balanced scorecard and other performance management systems

11
Control systems
Systems for managing performance

12
Processes
• Processes requiring information /other exchange between divisions=>
underlying brands

13
Culture as an integrator
• Culture, values, ways of operation/perception/thinking
• Sense of direction- the quicker the better
• Need for clarity at the top
• If different, need to identify and work with common elements
• Culture- shared ways of behaving and thought
• Values-shared understanding of what is important in the organization
• Many organizations building their organizations processes around the
key values

14
Goals and strategies – driving the structure
• Realignment when the goal changes
• Realignment when a new goal gets added

15
Ambidexterity (O’Reilly and Tushman)
• The ability of senior leaders to reconfigure assets to compete in
emerging and mature businesses,
• Central to the adaptive process are the notions of a firm’s ability to
exploit existing assets and positions in a profit-producing way and
simultaneously to explore new technologies and markets—to configure
and reconfigure organizational resources to capture existing as well as
new opportunities.

16
Strategic Resource Mapping

17
Strategic resource mapping- in an M&A
context

18
19
Resource Orchestration process

20

Common questions

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Structural options for organizational integration include hierarchies with a 'common boss', cross-unit groups, liaison roles, integrator roles or departments, matrix structures, and shared leadership teams. These structures facilitate effective integration by enabling coordination and communication across diverse organizational units, promoting a unified approach to problem-solving and decision-making .

Strategic planning systems facilitate integration across organizational divisions by creating an overarching strategic planning process that links different parts of the organization. This involves strategy workshops, strategic leadership, and the use of balanced scorecards and performance management systems to spread strategic thinking throughout the organization .

Shared services and financing capabilities are significant for integration because they centralize support functions and manage financial resources efficiently, allowing different organizational units to focus on core activities and strategic goals. These capabilities help optimize resources, reduce redundancies, and promote consistent practices across the organization, thereby supporting strategic objectives .

Liaison roles are informal positions that facilitate communication and coordination across different parts of an organization. These roles support problem-solving and boundary-spanning by acting as connectors between units, enabling the flow of information and breaking down silos, thus enhancing collaboration and integration within the organization .

Stakeholder management is critical for organizational integration because it involves understanding and addressing the needs and interests of various stakeholders, ensuring their alignment with organizational goals. This capability shapes organizational outcomes by building trust and collaboration, enhancing the organization's reputation, and facilitating smoother implementation of strategic initiatives .

Ambidexterity plays a crucial role in continuous integration by enabling organizations to adapt in both emerging and mature business markets. It involves the ability of senior leaders to reconfigure assets to compete effectively. This concept, as described by O’Reilly and Tushman, allows firms to exploit existing assets to remain profitable while simultaneously exploring new technologies and markets. It involves configuring and reconfiguring organizational resources to capture existing opportunities as well as new ones .

A brand can act as an integrator within an organization by serving as a unifying element that aligns processes and culture. This role is supported by underlying processes and a coherent organizational culture, which includes shared values and a common sense of identity. These elements ensure that activities across the organization are aligned with the brand, fostering a cohesive operational environment .

Control systems ensure alignment by providing mechanisms for reporting and monitoring that integrate actions and incentives with the promoters' goals. They establish a framework for performance management, where objectives are aligned with strategic goals, and adjustments are made to address discrepancies, maintaining coherence between organizational activities and strategic objectives .

Resource orchestration in an M&A context involves mapping and aligning resources from both entities to achieve integration and synergy. This process entails strategically combining and optimizing resources to support the merged organization's objectives, ensuring that capabilities are leveraged to capitalize on combined strengths and address weaknesses, enhancing overall value creation .

Culture and values serve as integrators by providing a shared understanding of what is important within an organization, promoting a unified way of behaving and thinking. When differences arise, identifying and working with common cultural elements quickly provides a sense of direction and clarity, helping to reconcile differences and foster unity .

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