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Autor: anton 10 July 2011
Words: 815 | Pages: 4
1 Basics of Strategy Management
1.1 What is Strategy
Strategy is a term that comes from the Greek Ð²Ð‚ÑšStrategiaÐ²Ð‚Ñœ which means generalship. In the military, strategy often refers to steering troops into position before the enemy is actually engaged. This concept was borrowed from the military and adopted in many organizations whereby a strategy is the pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole.
1.2 What is Strategy Management
Strategy entered the management literature as a way of referring to entail attention to the objectives of organization in formulating the organizationÐ²Ð‚â„¢s future mission in light of the changing external factors and in planning the resources deployment. Therefore, strategy management is a managementÐ²Ð‚â„¢s game plan for
Ð¿â€šÂ§ Running the business
Ð¿â€šÂ§ Strengthening firmÐ²Ð‚â„¢s competitive position
Ð¿â€šÂ§ Satisfying customers
Ð¿â€šÂ§ Achieving performance targets
Generic Importance of Strategy and Strategy Management
Ð²Ð‚ÑšA well-formulated strategy helps to marshal and allocate an organization's resources into a unique and viable posture based on its relative internal competencies and shortcomings, anticipated changes in the environment, and contingent moves by intelligent opponents.Ð²Ð‚Ñœ (James Brian Quinn3). All types of businesses require some sort of strategy in order to be successful; otherwise their efforts and resources will be spent haphazardly and likely wasted.
2 The Group Level Strategic Intent
The group level strategic intent is a vision for all strategic business units (SBU) to pursue. It highlights the approaches and commitment that all staff shall undertake.
Figure 5 Ð²Ð‚â€œ Strategic Intent of (my company) Group
Figure 5 above shows the strategic intent of the organization as a whole. The vision of focusing in high growth markets, such as Asia, Africa and Middle East, is the results of evaluating current and future global economic growth and market stability. Essentially, the approaches to the achievement of vision can be summarized into 4 Key Result Area (KRA) and they are Financial, Operation, People and Branding.
3 Strategic Goals of my department Ð²Ð‚â€œ the selected domain
To support the strategic growth of the organization, ABC formed as a technical systems delivery and support for the bank on demand and supply basis.
Figure 6 Ð²Ð‚â€œ The Five Pillars supporting the Strategic Intent of the Organization.
Figure 6 shows the strategic route of ABC to support the organization1. The goals, which refer as the Five Pillars, define the terms and conditions to follow the nature and direction of ABC.
3.1 Mind-Set of the Vision
Benjamin Tregoe and John Zimmerman4 defined strategy as Ð²Ð‚Ñšthe framework which guides those choices that determine the nature and direction of an organizationÐ²Ð‚Ñœ. Therefore, the Five Pillars are by and large proactive in nature and they are formed based on the combinations of internal and external driving forces. Generically, the driving forces of the Five Pillars (modified from Michel Robert5) can be derived as:
Ð¿â€šÂ§ Market type
Ð¿â€šÂ§ Production capacity-capability
Ð¿â€šÂ§ Image of organization
Ð¿â€šÂ§ Internal resources development
Further categorizing above driving forces into four basis terms, matched the KRA of the SCB vision and ISCM goals.
Goals Driving Forces (ABCÐ²Ð‚â„¢s Goals) KRA of Org Sources
Financial Growth Financial Internal
Operational Excellence Operation Internal/External
People Development People Internal
Brand Building Branding External
Table 1 Ð²Ð‚â€œ Alignment of the strategy basis between ABC and Org.
3.2 Personal Assessment of ABC Strategic Objectives
Quoted from Treacy and Wiersema5, the basis for strategy is: Product Leadership, Customer Intimacy and Operational Excellence. This concept applies to one where product competency plays a key role of continuous growth in the market. ABC has left this out of its goals. This could be the result of needless of marketing strategy for ABC to generate revenue.
In addition to the objectives set by MANCOM, the author has also worked on defining new objectives using Soft System Methodology. This is a team work analysis result by addressing the work process flow and problem facing. The strategic theme is:
Ð²Ð‚ÑšAn environment-refreshment system that makes our Department an ideal working place for all staff by establishing an effective working relationship between managers and team members by increasing the frequency of quality contact time, culturing a comfortable working environment by providing adequate facilities to aid work and actively organizing fun gathering activities, and improving the quality of task deliveries by leveraging on technical skill set and product knowledge through trainings and documented guidelines.Ð²Ð‚Ñœ
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