Yrityksen strategiaprosessi : Näkökulmia strategisen johtamisen kehitämiseksi konserniorganisaatiossa

Tämän tutkimuksen tavoitteena oli määritellä strategiaprosessiin liittyvät kriittiset alueet, konsernijohdon tehtävät strategiaprosessissa sekä edellisten pohjalta kehittää konsernityyppiselle yritykselle normatiivinen strategiaprosessin malli kriittisten alueiden hallitsemiseksi. Tavoitteena oli myös lisätä strategisen ajattelun ja strategiaprosessien ymmärtämistä selittämällä niiden historiallista kehittymistä sekä niiden käsitteistöä ja käsitteiden sisältöä. Probleemaa lähestyttiin sekä doktriinin kautta että tulkitsemalla strategiaprosessissa ilmeneviä ongelmia ja analysoimalla niiden syy ja seuraussuhteita. Käsillä oleva teoreettis praktinen tutkimus toteutettiin osittain toiminta-analyyttisella tutkimusotteella, osittain toiminta analyyttisella tutkimusotteella case tutkimuksen ja komparatiivisen analyysin tukemana sekä osittain päätöksentekometodologisella tutkimusotteella. Työn teoreettinen osa tehtiin kirjallisuustutkimuksena. Siinä luotiin strategiaprosessin ja konsernijohtamisen käsitteellinen perusta ja tutkimuksen viitekehys. Konsernijohtaminen laajennettiin tutkimuksessa tulosten osalta yleistäen koskemaan muitakin hajautettuja yritysorganisaatioita kuin pelkän juridiikan pohjalta muodostuneita konserneja. Tutkimuksen aluksi tarkasteltiin strategisen ajattelun koulukuntia eri näkemyksineen sekä toisaalta strategia-ajattelun kehittymistrendeja 1950 luvulta nykyhetkeen. Samoin tarkasteltiin sitä, kuinka strategiaprosessit oval kehittyneet samara ajanjaksona. Huomion painopisteen todettiin siirtyneen strategisen johtamisen inhimilliseen puoleen strategisem johtajuuden samalla korostuessa ja strategisen ajattelun laajentuessa Empiirinen osuus toteutettiin case tutkimuksena. Sen kuluessa kartoitettiin strategiaprosessin keskeiset ongelma alueet ja analysoitiin niiden takana olevat syyt, jotta voidin määritellä strategiapmsessin kehittämisen suunnat ja painopisteaiueet. Teoreettisen ja empiirisen osan penisteella määriteltiin strategiaprosessin kriittiset alueet yleisellä tasolla. Kriittisellä alueella tarkoitetaan asiakokonaisuutta tai asiaa, jonka on oltava kunaossa, jotta strategiaprosessit toimisivat. Nämä alueet liittyvat itse strategiaprosessiin suoraan tai välillisesti muun johtamistyön kautta. Strategiaprosessin kriittisten alueiden määrittelyn yhteydessä asetettiin doktriiniin tukeutuen strategiaprosessin kehittämissuunnat konsernijohdon nakäkökulmasta tarkasteltuna. Näihin kehittämissuuntiin ja edelleen doktriiniin tukeutuen määriteltiin konsernijohdon strategiaprosessin substanssitehtävät, prosessia tukevat tehtävät sekä prosessin toteuttamis- ja kehittämistehtävtä. Konsernijohdon strategiaprosessin tehtävät eivät muodosta sekventiaalista ja hierarkista järjestelmää vaan ovat joukko aktiviteetteja, joita toteutetaan tarpeen mukaan. Konsernijohdon strategiaprosessi määriteltiin ja kuvattiin tutkimuksessa johdon työskentelyprosessiksi sellaisten toimeenpanokelpoisten strategioiden tuottamiseksi ja toimeenpanemiseksi, jotka lisäävät yrityksen (konsernin) arvoa omistajan näkökulmasta mutta huomioivat myös muiden keskeisten sidosryhmien vaatimukset, tavoitteet ja rajoitteet. Konsernijohdon strategiaprosessi nähdään tässä jatkuvana konsernitasoisena päämäärä- ja keinopuolen tarkasteluna. Siinä konsernijohto tiedostaa konsernin ulkoisesta ja sisäisestä ymparistostä tulevat signaalit sekä pitää yllä näkemystä konsernin strategisesta asemasta. Tiedon massan näkemyksen saavutettua kriittisen rajansa se pakottaa konsernijohdon aivioimaan aiempia ratkaisuja uudessa valossa. Tämä validointi perustuu jatkuvasti esitettyihin neljään kysymykseen: onko ympäristö , premissi ja toimeenpanoseurannasta kertyneen tietämyksen perusteella nähtävissä vaikutuksia välittömiin toimenpiteisiin, vaikutuksia toimintasuunnitelmiin tai kriittisiin seurannan kohteisiin, vaikutuksia suunnanvalintoihin tai vaikutuksia perususkomuksiin? Konsernijohdon strategiaprosessi etenee jatkuvana prosessina päätösten ja ajan virrassa.

Health care management autonomy: Evidence from the Catalonian hospital sector in a decentralised Spain

The organisation of inpatient care provision has undergone significant reform in many southern European countries. Overall across Europe, public management is moving towards the introduction of more flexibility and autonomy . In this setting, the promotion of the further decentralisation of health care provision stands out as a key salient policy option in all countries that have hitherto had a traditionally centralised structure. Yet, the success of the underlying incentives that decentralised structures create relies on the institutional design at the organisational level, especially in respect of achieving efficiency and promoting policy innovation without harming the essential principle of equal access for equal need that grounds National Health Systems (NHS). This paper explores some of the specific organisational developments of decentralisation structures drawing from the Spanish experience, and particularly those in the Catalonia. This experience provides some evidence of the extent to which organisation decentralisation structures that expand levels of autonomy and flexibility lead to organisational innovation while promoting activity and efficiency. In addition to this pure managerial decentralisation process, Spain is of particular interest as a result of the specific regional NHS decentralisation that started in the early 1980 s and was completed in 2002 when all seventeen autonomous communities that make up the country had responsibility for health care services.Already there is some evidence to suggest that this process of decentralisation has been accompanied by a degree of policy innovation and informal regional cooperation. Indeed, the Spanish experience is relevant because both institutional changes took place, namely managerial decentralisation leading to higher flexibility and autonomy- alongside an increasing political decentralisation at the regional level. The coincidence of both processes could potentially explain why some organisation and policy innovation resulting from policy experimentation at the regional level might be an additional featureto take into account when examining the benefits of decentralisation.

Europe's exports superstar - it's the organisation! Bruegel Working Paper 2015/05, 15 July 2015

What explains Germany’s superb export performance? Is Germany’s export behaviour very distinct compared to other European countries? The authors explore the organisational responses to competition of 14,000 exporting firms in seven European countries. The paper examines the export business model of the median exporter and of the top one percent exporters in each country, accounting for 20 percent to 55 percent of total exports. What do these firms do to become superstars? The authors find, first, that the export market share of the median exporter in each of the countries to the world more than tripled (in some cases the export market share increases tenfold) for firms that combine decentralised management with offshoring of production to low-wage countries. Exporters which abstain from any organisational adjustment do very badly. Decentralised management provides incentives for workers for product improvements allowing exporters to compete on quality. Offshoring production to low-wage countries reduces costs allowing exporters to compete on price. Second, we find that Germany is the leading quality exporter in Europe followed by Austria and Spain. Among the top 10 percent of exporters there is no single firm with low quality in Germany and Austria, which suggest that decentralised management has provided incentives for quality in these countries. Third, Germany’s exports are less vulnerable to price increases, while exports from France and Italy respond strongly to price changes, and thus costs reductions via offshoring benefits these countries most.

Strategic planning in a decentralised industrial group : a process-action study

The research was carried out within a major public company. It sought to implement an approach to strategic planning which accounted for organisational values as well as employing a holistic value-free analysis of the firm and its environment. To this end, an 'ecological' model of the firm was formulated. A series of value-free strategic policies for its development were generated. These policies were validated by the company's top-management.They compared favourably with their own planning outcomes. The approach appeared to be diagnostically strong but lacked sufficient depth in the context of finding realistic corrective measures. However, feedback from the company showed it to be a useful complementary process to conventional procedures, in providing an explicitly different perspective. The research empirically evaluated the company's value-systems and their influence on strategy. It introduced the idea of an organisational 'self-concept' pre-determining the acceptability of various strategies.The values and the "self-concept' of the company were identified and validated, They appeared to have considerable influence on strategy. In addition, tho company's planning process within the decentralised structure was shown to be sub-optimal. This resulted from the variety of value systems maintained by different parts of the organisation. Proposals attempting to redress this situation were ofJered and several accepted. The study was postured as process-action research and the chosen perspective could be succinctly described as a 'worm's-eye view', akin to that of many real planners operating at some distance from the decision-making body. In this way, the normal strategic functionings of the firm and any changes resulting from the researcher's intervention were observed and recorded. Recurrent difficulties of the planning process resulting from the decentralised structure were identified. The overall procedure suggested as a result of the research aimed to increase the viabiIity of planning and the efficiency of the process. It is considered to be flexible enough to be applicable in a broader context.

Self-organising zooms for decentralised redundancy management in visual sensor networks

When visual sensor networks are composed of cameras which can adjust the zoom factor of their own lens, one must determine the optimal zoom levels for the cameras, for a given task. This gives rise to an important trade-off between the overlap of the different cameras’ fields of view, providing redundancy, and image quality. In an object tracking task, having multiple cameras observe the same area allows for quicker recovery, when a camera fails. In contrast having narrow zooms allow for a higher pixel count on regions of interest, leading to increased tracking confidence. In this paper we propose an approach for the self-organisation of redundancy in a distributed visual sensor network, based on decentralised multi-objective online learning using only local information to approximate the global state. We explore the impact of different zoom levels on these trade-offs, when tasking omnidirectional cameras, having perfect 360-degree view, with keeping track of a varying number of moving objects. We further show how employing decentralised reinforcement learning enables zoom configurations to be achieved dynamically at runtime according to an operator’s preference for maximising either the proportion of objects tracked, confidence associated with tracking, or redundancy in expectation of camera failure. We show that explicitly taking account of the level of overlap, even based only on local knowledge, improves resilience when cameras fail. Our results illustrate the trade-off between maintaining high confidence and object coverage, and maintaining redundancy, in anticipation of future failure. Our approach provides a fully tunable decentralised method for the self-organisation of redundancy in a changing environment, according to an operator’s preferences.

Reconfigurable organisation to cope with unpredictable goals

The paper proposes a methodology and design rules for organisational structures facing higher necessity of rapidly reconfigure themselves to cope with unpredictable situations-new markets, new products, changing mix of production, problems in production process or flows etc. It implies changing and often conflictive criteria for production goals and for the allocation of work. The methodology was developed based on a large field action research and consulting. Their basis is the design of auto-reconfigurable working groups-or groups with variable geometry, depending on the events to face. (C) 2009 Elsevier B.V. All rights reserved.

Redefining functional models of basal ganglia organisation: Role for the posteroventral pallidum in linguistic processing?

Traditionally the basal ganglia have been implicated in motor behavior, as they are involved in both the execution of automatic actions and the modification of ongoing actions in novel contexts. Corresponding to cognition, the role of the basal ganglia has not been defined as explicitly. Relative to linguistic processes, contemporary theories of subcortical participation in language have endorsed a role for the globus pallidus internus (GPi) in the control of lexical-semantic operations. However, attempts to empirically validate these postulates have been largely limited to neuropsychological investigations of verbal fluency abilities subsequent to pallidotomy. We evaluated the impact of bilateral posteroventral pallidotomy (BPVP) on language function across a range of general and high-level linguistic abilities, and validated/extended working theories of pallidal participation in language. Comprehensive linguistic profiles were compiled up to 1 month before and 3 months after BPVP in 6 subjects with Parkinson's disease (PD). Commensurate linguistic profiles were also gathered over a 3-month period for a nonsurgical control cohort of 16 subjects with PD and a group of 16 non-neurologically impaired controls (NC). Nonparametric between-groups comparisons were conducted and reliable change indices calculated, relative to baseline/3-month follow-up difference scores. Group-wise statistical comparisons between the three groups failed to reveal significant postoperative changes in language performance. Case-by-case data analysis relative to clinically consequential change indices revealed reliable alterations in performance across several language variables as a consequence of BPVP. These findings lend support to models of subcortical participation in language, which promote a role for the GPi in lexical-semantic manipulation mechanisms. Concomitant improvements and decrements in postoperative performance were interpreted within the context of additive and subtractive postlesional effects. Relative to parkinsonian cohorts, clinically reliable versus statistically significant changes on a case by case basis may provide the most accurate method of characterizing the way in which pathophysiologically divergent basal ganglia linguistic circuits respond to BPVP.

The Learning Tourism Destination: The potential of a learning organisation approach for improving the sustainability of tourism destinations

Globalisation, increasing complexity, and the need to address triple-bottom line sustainability has seen the proliferation of Learning Organisations (LO) who, by definition, have the capacity to anticipate environmental changes and economic opportunities and adapt accordingly. Such organisations use system dynamics modelling (SDM) for both strategic planning and the promotion of organisational learning. Although SDM has been applied in the context of tourism destination management for predictive reasons, the current literature does not analyse or recognise how this could be used as a foundation for an LO. This study introduces the concept of the Learning Tourism Destinations (LTD) and discusses, on the basis of a review of 6 case studies, the potential of SDM as a tool for the implementation and enhancement of collective learning processes. The results reveal that SDM is capable of promoting communication between stakeholders and stimulating organisational learning. It is suggested that the LTD approach be further utilised and explored.

Clinical End Points and Response Criteria in Mycosis Fungoides and Sezary Syndrome: A Consensus Statement of the International Society for Cutaneous Lymphomas, the United States Cutaneous Lymphoma Consortium, and the Cutaneous Lymphoma Task Force of the European Organisation for Research and Treatment of Cancer

Mycosis fungoides (MF) and Sezary syndrome (SS), the major forms of cutaneous T-cell lymphoma, have unique characteristics that distinguish them from other types of non-Hodgkin`s lymphomas. Clinical trials in MF/SS have suffered from a lack of standardization in evaluation, staging, assessment, end points, and response criteria. Recently defined criteria for the diagnosis of early MF, guidelines for initial evaluation, and revised staging and classification criteria for MF and SS now offer the potential for uniform staging of patients enrolled in clinical trials for MF/SS. This article presents consensus recommendations for the general conduct of clinical trials of patients with MF/SS as well as methods for standardized assessment of potential disease manifestations in skin, lymph nodes, blood, and visceral organs, and definition of end points and response criteria. These guidelines should facilitate collaboration among investigators and collation of data from sponsor-generated or investigator-initiated clinical trials involving patients with MF or SS. J Clin Oncol 29:2598-2607. (C) 2011 by American Society of Clinical Oncology