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Strategy Map and Balance Score Card

This document discusses strategic resources versus ordinary resources. It provides two examples of strategic resources from Owens Corning: 1) A culture of self-managed teams which improves operational excellence compared to other manufacturing firms with union cultures. 2) Hiring women on the shop floor which improved the culture and made it more ethical and congenial. The document concludes that while strategic resources provide competitive advantages, ordinary resources are also needed to sustain business as strategic resources cannot be deployed everywhere and may not always comply with a company's needs or budget. Strategic resources provide the platform, but ordinary resources fuel it and create sustained competitive advantage when combined.

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Shreyansi Singhal
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76 views5 pages

Strategy Map and Balance Score Card

This document discusses strategic resources versus ordinary resources. It provides two examples of strategic resources from Owens Corning: 1) A culture of self-managed teams which improves operational excellence compared to other manufacturing firms with union cultures. 2) Hiring women on the shop floor which improved the culture and made it more ethical and congenial. The document concludes that while strategic resources provide competitive advantages, ordinary resources are also needed to sustain business as strategic resources cannot be deployed everywhere and may not always comply with a company's needs or budget. Strategic resources provide the platform, but ordinary resources fuel it and create sustained competitive advantage when combined.

Uploaded by

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

FINANCIAL

Strategic
Management EXAM
Assignment by
Shreyansi
Singhal

(M2018OD023)

2. Score card based on


Strategy Map

OE –
Operational
Efficiency

Increase Increase
Reduce use of ROCE from
Costs assets 8% TO 12%
(new
Focus of
Focus on best in Optimise
LEARNING AND GROWTH
Innovatio class Human
n Deliver just
training Capital
Increase
in time with efficiency
Increase the help through
custome technology OE
r
centricit

Focus on Integrat Reduce


business e costs
and not just learning and
functions from all increase
function efficienc
1.Strategy Map of Objectives

Overall Plant
Upgradati Machine
-on - 8 to Technology
12 % Skills and
ROCE manpower

Manufac
Procure ture
ManMaManuf Deliver
ment acture

Operational Marketing
Better Excellence Identify
supplier and Best customer
quality raw Practices needs
material Flexibility Connect
Reduced with
downtime customer
Timely

8 to 12 % ROCE
Cost cutting in
Financial manufacturing
Use of assets to
increase

How to achieve 12%


Innovative marketing
strategies
Premium price to be
paid by customers
People -
Overall
sync all
departmen Training and
ts Development of Human
Resources (and sync
R&D with Marketing and
others )
Part B

Ordinary Vs Strategic Resources

Most people would differentiate between an ordinary and strategic resources in terms of
top talent vs. ordinary talent, after all what do top consulting firms thrive on , its nothing
but their top talent, they recruit their consultants from top schools and ivy leagues and pay
them a bomb…why is that a strategy. Yes , its their differentiator and most importantly
their strategic resource.

During summer internship, the two things that I noticed some of their Strategic Resources
in the manufacturing firm – Owens Corning

At Owens Corning, they strongly believe 'Winning with our customers and growing with
our people'. The functions and processes have strong foundation of Values :integrity,
respect, accountability, fun, sharing ,candour and innovation.

1. Sector- Manufacturing Fibre Glass

2. Organisation size - 700 employees in the plant with around 60 people in the staff

A US based MNC and established in India for last 20 years and the plant has a unique
HPO culture which is based on self managed teams, this culture was definitely a strategic
resource as compared most other manufacturing firms have a union and not a High
Performance organisation culture which has self managed team. Having self managed
team completely changes the game for this manufacturing unit , as the people in the self
managed teams allocate the responsibilities within and by itself without the need of any
supervision. But also in terms of all its processes , its infrastructure, its decision making ,
rewards and recognitions, how the self managed teams are being run and how its being
induced to the new joiners, each aspect is considered within the organisation .
They also come up with ways of quality improvements and cost improvements during
these interactions. This I would definitely say is their strategic resource as compared to
having a union culture. This makes the entire unit highly operationally excellent.

The second strategic resource which I noticed was women on the shop-floor who were
introduced 2-3 years back , during my interviews and focused group discussions with them
and interaction with senior management, it came to me that the culture of the unit has
improved and become much more ethical and congenial.Hence, it was just about giving an
opportunity to women but the company also benefitted in a huge way. Thus, this was my
observation about the strategic resources .

But in my view what really makes a business sustainable as well as competent are not just
strategic resources but also ordinary resources, cause strategic resources cannot be
deployed at each time and everywhere. E.g. a top and talented individual might demand
rights and salaries etc. way out of the companies budget and may not comply always,
hence there could be mix of talented as well as other individual who are average to do
different tasks.
The strategic resource is the platform, not the assets it leverages. ... However, without
the ordinary resources to fuel it, the platform has limited strategic value. It is the
combination of the platform and the mass of ordinary resources that create sustained
competitive advantage.

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