Philippines management association draft key ASEAN plan; MIT’s Slone says change mind-set


A Philippines news organization, reports, quote; “The Management Association of the Philippines (MAP) will draft a master plan to increase the country’s competitiveness in business ahead of the formation of the Association of Southeast Nations (ASEAN) economic community.”

The reports also stressed: “In his inaugural speech as MAP president in Makati late Monday, Melito S. Salazar, Jr. said that there is a “greater need” to focus on the ASEAN single market, which “will be a reality in 2015….MAP will be inviting more regional experts to speak on ASEAN trends and issues, and holding a series of workshops focusing on key Philippine business sectors’ ability to compete,” he said.

  • The MAP’s activities will culminate in the MAP International CEO Conference on September 1, which will arrive at a master plan for Philippine competitiveness in the ASEAN economic community.

In pursuing growth, MAP will be an active partner of the Aquino administration in addressing major deficiencies in infrastructure, basic education, health, ecological balance, administration of justice, representation in the legislative process and in both national and local government.

MAP also signed a memorandum of agreement with the Philippine chapter of the ASEAN Business Advisory Council and the East Asia Business Council in preparation for 2015. The groups also plans to help small and medium enterprises by linking them with larger companies.

  • Philippines is at the forefront of ASEAN, when it comes to galvanizing ts business sector involvement in preparing for ASEAN integration, with a focus on competitiveness.

Most other members of the ASEAN countries, like Thailand, are relying on established industry group or state planning unit, to prepare for ASEAN AEC. Few other ASEAN countries have a county-wide competitiveness plan for AEC integration.

However, MIT Sloan Management School, says, quote:

  • Achieving Successful Strategic Transformation is Difficult!

Reporters at Sloan review, reported on March 20, 2012: Few companies decide to adopt new strategies without being forced to by financial trauma. What can we learn from those rare companies that achieve both successful major change and superior long-term financial performance?

  • Companies that are able to radically change their entrenched ways of doing things and then reclaim leading positions in their industries are the exception rather than the rule.

Even less common are companies able to anticipate a new set of requirements and mobilize the internal and external resources necessary to meet them. Instead, the momentum of and commitment to the prevailing strategy usually prevents companies from spotting changes such as a shift in either the market or the technology, and leads to a financial downturn — often a crisis — that, in turn, reveals the need for change.

  • Few companies make the transformation from their old model to a new one willingly. Typically, they begin to search for a new way forward only when they are pushed.

This raises two important questions for corporate managers. First, is decline inevitable? And second, do companies really need a financial downturn to galvanize change, or can they adopt new ways of doing things when not under pressure? Management theorists have observed that decline, while perhaps not inevitable, is at least very likely after a period of time.

  • For this reason, some say it’s critical for organizations to develop new dynamic capabilities deliberately rather than relying entirely on their historic capabilities.

The Leading Question: How do some companies achieve successful strategic transformations?

  • Successful transformers build alternative coalitions internally.
  • They create a tradition of constructively challenging the status quo.
  • They exploit “happy accidents” to make needed strategic changes.

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