Planning, overall, long-term

Adaptability, competition, risk

Implement plans and respond to emergencies

Company purpose

Company purpose

Business philosophy

abstract; long-term; stable

1. Strategic goals 2. Financial goals (rate, stock price, trust)

Choose areas where you can compete and allocate necessary resources appropriately.

Form competition and business strategies based on goals and directions. gain competitive advantage

Allocate internal resources well to improve efficiency and synergy

Involving all departments and business units

It needs to be promoted by senior leaders

Make appropriate adjustments to internal and external factors

external internal

make plan

Evaluation plan

Choose a strategy

1. Product innovation: changes in products and services 2. Process innovation: changes in production and delivery methods 3. Positioning innovation: changes in the environment for entering the market 4. Paradigm innovation: changes in potential thinking patterns that affect the organization's business

1. The novelty of the innovation (incremental or breakthrough) 2. The basic products and product families of the innovation 3. Innovation level (component level or architecture level) 4. Timing of innovation - innovation life cycle: ① Flow: exploration, uncertainty, flexibility ② Transition: leading design ③Maturity: standardization and integration

1. Shared mission, leadership and willingness to innovate; (executive commitment) 2. Appropriate organizational structure; (balance between organic: rapidly changing environment and mechanical: stable environment) 3. Key individuals; (organizational initiators, inventors, leaders, technical gatekeepers, project managers) 4. All employees participate in innovation 5. Effective teamwork; 6. Creative atmosphere; (Methods to stimulate creativity - Incentive) 7. Boundary-crossing; (internal and external customer orientation, extensive network; establishing relationships with external customers and other stakeholders)

exploration stage

selection stage

Implementation phase

acquisition phase

Investors and managers

Corporate employees and companies

Corporate interests and social interests

source of power

exercise of power