Introducing Strategy

Anmerkungen:

• It's the long-term direction and scope of an organisation to achieve advantage in a changing environment through configuration of resources and competences with the aim to fulfill stakeholders expections Johnson  & Scholes 2008

1. A good strategy has three characteristics: FIT DISTINCTIVENESS SUSTAINABILITY

Anlagen:

• Strategy notes

1. The Exploring Corporate Strategy Model
   1. Strategic Position

      Anmerkungen:

      • Position is influence by: external enviroment Internal strategic capability expectation and influence of stakeholders Think PAC - P = ECCP
   2. Strategic Choices

      Anmerkungen:

      • Choice include: Underlying base of strategy at Corporate and Business levels Direction and methods of development Think PAC, C = BCIEI
   3. Strategic Action

      Anmerkungen:

      • Concerned with issues such as: Structuring Resourcing In order to enable future strategies and managing change Think PAC, A = POCPR

1. Corporate

   Anmerkungen:

   • concerned with organisations overall purpose and scop
2. Business

   Anmerkungen:

   • How to compete successfully in market
3. Operational

   Anmerkungen:

   • How resources, process and people can effectively deliver corporate and business strategy

1. Strategy Content

   Anmerkungen:

   • Concerned with nature of different strategic options
2. Strategy Process

   Anmerkungen:

   • Concerned with processes such as: Making strategic decisions strategic change
3. Developing approaches
   1. Complexity Theory

      Anmerkungen:

      • Drawn from physical sciences, used to help manage messy world orgs. Hands off methods of complexity theory rather than heavy handed  approaches to traditional management.   theory is Inspirations in the ideas lens
      • Accoriding to reserchers Ralp Stacey & Kathy Eisernhadt,  Complexity principles can be used to achieve order and progress.  
   2. Strategy Discourse

      Anmerkungen:

      • Resercher such as David Knights draw on sociological theories of language(the way in which we talk about orgs) shapes what actually goes on.  Highlights how mastery of strategic langauge and jargon can be a 'resource' for management in gaining influence and power.   Encapsulated in strategy as discourse lens
   3. Strategy-as-Practice

      Anmerkungen:

      • built on sociological and psychological traditions, examines the actual practice of managers in strategy understanding techniques and activities involved

1. Design lens

   Anmerkungen:

   • Views strategy in logical analytical ways
2. Experience lens

   Anmerkungen:

   • Views strategy as a product of individual and orgainsational culure
3. Ideas len

   Anmerkungen:

   • Views strategy as emerging from ideas within and around organisation
4. Discourse lens

   Anmerkungen:

   • highlights role of strategy language in shaping understanding within organisation and points to importance of being able to talk this language effectively.