Traditional concept (Porter’s view)

Modern concepts (Mintzberg's perspective)

Comprehensive concept (Thomson view)

Mission (your pursuit)

Goals (concrete)

external environment analysis

internal environment analysis

Optional strategy types

strategy selection process

organizational structure

company culture

strategic control

digital transformation

Coordinate the relationship between all aspects

cycle process

Product Innovation

process innovation

Positioning innovation

Fan's innovation

Degree of novelty: incremental (little things) or breakthrough (big changes)

Innovative basic products and product families

level of innovation

Timing of innovation (innovation life cycle)

Build an innovative organization

Develop innovative strategies

Search stage: look for signals and make plans

Selection stage: external or internal or internal and external

Implementation stage: Gradually form relevant knowledge and continue to use it to consolidate innovation.

Acquisition stage: harvest, maintain, lead.

Stage-one-gate model (traditional concept), setting decision gates at each stage

3M Innovation Funnel Model

Integrated Product Development (IPD)

Internal: shareholders and institutional investors, managers, corporate employees

External: government, buyers or suppliers, creditors, the public

Investors and managers, employees and enterprises, corporate interests and social benefits

Authority is a subset of power, power is the king, authority is the boss.

Sources of power: 1. The right to control and exchange resources; 2. Position in management; 3. Personal quality and influence; 4. Participate in or influence the strategic decision-making and implementation process of the enterprise; 5. The degree of concentration or alliance of stakeholders.

Use of power: confrontation, reconciliation (unilateral concessions), collaboration, compromise (concessions by both parties), avoidance