Scribd
Upload
37 views

WK 01 Introduction Part 2

Strategy is the long-term direction and scope of an organization to achieve advantage in a changing environment through resource configuration to meet stakeholder expectations. Strategy exists at corporate, business unit, and operational levels and involves understanding an organization's strategic position considering its environment, capabilities, purpose, and culture to develop intended and emergent strategies.

Uploaded by

Minh Kei
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
37 views

WK 01 Introduction Part 2

Strategy is the long-term direction and scope of an organization to achieve advantage in a changing environment through resource configuration to meet stakeholder expectations. Strategy exists at corporate, business unit, and operational levels and involves understanding an organization's strategic position considering its environment, capabilities, purpose, and culture to develop intended and emergent strategies.

Uploaded by

Minh Kei
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 13

What is Strategy?

Strategy is the direction and scope of an


organisation over the long term, which
achieves advantage in a changing
environment through its configuration of
resources and competences with the aim of
fulfilling stakeholder expectations.

Strategy Evolution

Characteristics of
Strategic Decisions
Long-term
Scope

direction

of an organisations activities

Competitive
Strategic

fit with business environment

Organisation
Values

advantage
resources and competences

and expectations of power players


3

LEVELS OF STRATEGY

Corporate level

Determine overall scope of the organisation

Add value to the different business units

Meet expectations of stakeholders

Business level (SBU) an SBU is part of an organisation for which there is a


distinct external market for goods and service that is different from
another SBU an example?

SBU-s focus on How to compete successfully in particular markets

Operational Level

How different parts of organisation deliver strategy

Levels of Strategy
Corporatelevel
strategy
Business-level
strategy
Operational strategy
5

So What is Strategic
Management?
Strategic management includes understanding the
strategic position of a organisation, making strategic
choices for the future, and managing strategy in action.

Strategic Position

Environment

Capability

The
Strategic
Position

Purpose

Culture

What is
Strategic Position?
Strategic position is concerned with the
impact on strategy of the external
environment, an organisations strategic
capability and the expectations and
influence of stakeholders.

Processes of Strategy Development

Intended strategies

Deliberate management intent

Emergent strategies

Develop out of social and political processes in and around organisations

Most
Moststrategies
strategies are
areaacombination
combinationof
of
intended
intendedand
andemergent
emergentprocesses
processes
9

Prescriptive and Emergent Approaches to


Strategy

Prescriptive Corporate strategy is essentially a linear


and rational process, starting with where-are-we-now
and then developing new strategies for the future. Thus,
strategy is prescribed in advance.

Emergent Corporate strategy emerges, adapting to


human needs and continuing to develop over time. Thus,
strategy is evolving, incremental and continuous, and
therefore it is hard to summarise into a plan.

10

The Strategy Lenses

Strategy as design

Strategy as experience

Adaptation of past strategies based on experience


Influenced by taken for granted assumptions (culture)
Bargaining and negotiation

Strategy as ideas

Logical analytical process


Planned implementation
Top manager driven

Importance of variety and diversity for innovation


Emergent strategy from within and around the organisation
Top managers create the conditions for this to take place

Strategy as Discourse

This lens sees strategy in terms of language, recognising that


managers spend most of their time communicating based on
11
power, influence, making strategic proposals and debating
issues.

The Four strategy lenses: a


summary

12

For Further reading

Strategy Safari (Henry Mintzberg)

13

You might also like