Strategy.
Methods, Models and Theories
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Strategy.Methods, Models and Theories |
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Strategy. Methods, Models and Theories (A-Z) |
Strategy Community of Interest
Strategy Forum
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| ● (Netherlands) | Mision is complex... | "Sean, your comment reminds me of a famous saying by GB Shaw " For every complex problem there is a simple solution .. that is wrong". A mission (statement) normally includes more elements than the one you suggest." |
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| ● (Canada) | The Main Factors of Strategy | "Strategy is to reach your goals. So, the main factors are the goals that you want to reach." | |
| ● (Kenya) | Main factors of strategy | "1. Your goal(s). In light of developments in factors 2 to 5 below, be ready to review but keep an eye on a major driving vision. 2. Internal features that provide you the greatest advantage to achieve your goals: age, education, experience, technology, capital, intelligence. Build on them; use them to their greatest possible degree. 3. Internal features that threaten achieving those goals. The list is the same as above but consider which are or likely to become stumbling blocks. Plan to reduce their effects. 4. External situations and developments that can be exploited to achieve your goals. Use PEST analysis plus industrial (and competitive) analysis. Reach out and take advantage. 5. External situations and developments that are likely to affect your goals. Again use PEST analysis and especially consider competitor developments. Plan to overcome their negative effects." |
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| ● (Kenya) | Main Factors of Strategy Formulation | "Strategy is a road map to achieving organizational results in the long run through formulation and implementation of strategic plan. 1)Scanning of both internal & Environment - External environment is a host of external and often largely uncontrollable factors influence organization's choice of direction and action and ultimately its structure and internal capabilities (ie political, legal, social-cultural, technological and ecological factors). Look back at the past to tackle today's challenges and gain insight into the future. 2) The nature and degree of competitiveness of an organization hinges on the Five Force model - Michael Porter 1980, viz, The threat of new entrants, bargaining power of buyers, bargaining power of suppliers, threat of substitute products and rivalry. 3) Industry analysis - analysis of core competencies and distinctive competencies." |
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| ● (Netherlands) | Finding more theories: Search Box | "Thanks Lawrence that's quite a list! Actually most of these methods are also covered on 12manage, be sure to use the Search box (at the top-right) to look them up! A discipline page (the current page) is just a limited (haha) overview of the major methods and theories that are available in this field (strategy)." | |
| ● (Brazil) | Mintzberg Approach to Strategy | "Mintzberg approach: “Strategy is a pattern, which means, consistence in behaviour along the time”. The five Ps (Plan, Pattern, Position, Perspective, and Ploy): Strategy as Plan is the intended, the defined strategy in agreement with a plan for the future. The deliberate strategies are the accomplished intentions and the not accomplished are the unrealized strategies. The emergent strategies are the adaptation to unexpected events, which happens when the accomplished pattern is not the intended. The convergence of the deliberate and the emergent strategies are the Strategy as a Pattern that is the indeed accomplished. The Strategy as Position is the positioning of certain products in certain markets and it is the creation of a unique position and valuable, involving different activities. The Strategy as Perspective is the way of an organization to do things; this is the “theory of the business”. The last P, Ploy, is the Strategy as a trick that is the manoeuvres to deceive a competitor." |
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| ● Phil Webb (UK) | Modeling strategy with Business motivation model | "Karl, it seems that what you're looking for might be the Business Motivation Model, but not in isolation. The BMM allows you to model vision, goals and objectives, mission, strategies and tactics, along with the influencers which affect achievement of them. In addition you can model business processes which realize aspects of the business plan and therefore link them into BPMN. At Select, we've just (today in fact!) released v 7.1 of Select Architect which provides strategy-driven application modeling from BMM through BPMN to UML (with MDA and data modeling along the way). You might want to take a look at selectbs.com/adt" | |
| ● (USA) | Integrated Business and IT Strategy Roadmap | "Hello Karl: You are right that few organizations know how to align their Business Strategies and IT Strategies/ Execution with the kind of depth that is needed. I ran into this while consulting at IBM. Therefore, I've constructed a comprehensive Business to IT Methodology that addresses many of the issues you brought up. Today it's a Conceptual and Logical tool that hasn't been put into software, but it addresses all the issues as completely as possible. I call it the "Integrated Business Strategy and IT Strategy Roadmap". It uses a Phased Approach from As-Is then To-Be." | |
| ● Karl Cox (Australia) | Integrated Business and IT Strategy Roadmap | "Hi Richard, your road map sounds really interesting and I'd love to take a look at it. Could you send me a white paper? I agree that a phased approach is best. " | |
| ● Charles Richter (Australia) | Startegy driven requirements engineering | "Karl - I have spent the last 24 years working on this 'problem' and have developed the Ripose (rapidly integrates patterns of strategic elements) Technique which addresses both the conceptual business requirements model as well as the IT logical design models (data base and applications). The technique is supported by a software package called CASPAR (computer assisted strategic planning and reasoning)." |
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| ● Editor (NL) | Strategic Partnerships, Alliances | "Jen, thanks for your question. I'd suggest you look at the existing links "Co-opetition" and "Co-Creation" and "Clusters" and Horizontal Integration" and "Mergers and Acquisition approaches" and "Vertical Integration" on this very Strategy Methods, Models and Theories page. If anybody knows of another model in this area, please enter it as a reaction." | |
| ● (India) | Strategy | "Jen in addition to a many theoretical models, I think complementarity between the partners is of paramount importance." |
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| ● Brendan Dunphy (France) | The future of Vision.... | "If we agree that VISION is by definition a view of the future and that the future is not predictable then we have to conclude that it is not possble to know if a vision is a good or bad. What we can do is evaluate whether our vision is complete, we can expose it to others, test it and seek to ensure it is robust, well constructed, communicable etc but this will ot guarantee its birth. I think wse also must recognise that any vison will only cme about because one or more passionate people believe in it and want to make it happen in the face of resistance or apathy. I do not think 'envisioning' is that diificult or that visions have to be overly 'managed' but enabling people and companies of the need for and value of meaningful and actable visions as a way to test strategy and progress is." | |
| ● (Colombia) | Vision is a Target Point | "Vision is perfectly measured against the results of our strategic planning. However, "vision" is not a view of the future, but a target point where the visionary manager wants to take his/her company. And, this visionary man or woman is not a fortune teller, but a deep connoseur of its company`s environment. A final quote; "The best way of predicting the future is making it"" | |
| ● Bena Dookie-Shah (Trinidad & Tobago) | Measuring Vision | "Few differences separate organizational vision and mission. 'Vision' refers to a desired future state and 'mission', the reason for being. Vision is most times associated with an individual or very select few at the top and intended to create excitement of intention, purpose and leadership. Vision should inspire and challenge but like missions, should be realistic. I have not come across anything that measures vision specifically but believe that vision can only be measured by the appropriateness of the organization's MOST used in realizing mission/vision. If the vision is to be the best in the region and nothing being done to achieve that then one can measure this as 0% achievement. If on the other hand the organization has objectives, strategies and tactics that already made them the best in the country or 75% of the region, then you can draw some measure from its achievements." | |
| ● Charles Richter (Australia) | How to measure a vision | "It is almost impossible to measure a 'vision' as it is too nebulous. A vision is almost akin to the 'concept' of a business - a concept can be layered into business objectives, business knowledge and business activities (strategies & tactics). However objectives themselves are too nebulous. Objectives can however be further layered into goals and measures, however goals themselves are too nebulous, but they can be further layered into 1 purpose, 4 benefits and 11 values. Now values can be measured - one can attach an income, capex or opex amount as well as a risk factor to each lowest level performance indicator (measure). Hence, ultimately, a vision can be measured via the key performance indicators (the top level measures for each value). Hope this helps. The Ripose Technique, supported by its software package covers this subject." |
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| ● (Kenya) | Strategic planning. | "It's about the ability of the driver to formulate an idea that he can effectively translate into the companies future success. The effectiveness of any strategy will depend much on adaptability and viability of the plan." |
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