Strategic Management

Strategic Management
What is Strategic Management?

• Strategic management is the ongoing planning, monitoring,
analysis and assessment of all necessities an organization needs
to meet its goals and objectives.
• Strategic management process helps organizations take stock of

their present situation, chalk out strategies, deploy them and
analyze the effectiveness of the implemented management
strategies.
• Changes in business environments will require organizations to

constantly assess their strategies for success.
What is Strategic Management?
• Strategic management applies both to on-premise and mobile
platforms.
• Strategic management strategies consist of five basic

strategies and can differ in implementation depending on the
surrounding environment.
What are the benefits of Strategic
Management?
• Strategic management is generally thought to have financial and
nonfinancial benefits.
• A strategic management process helps an organization and its

leadership to think about and plan for its future existence,
fulfilling a chief responsibility of a board of directors.
• Strategic management sets a direction for the organization and

its employees. Unlike once-and-done strategic plans, effective
strategic management continuously plans, monitors and
tests an organization's activities, resulting in greater
operational efficiency, market share and profitability.
Strategic Management Concepts
• Strategic management is based around an organization's clear
understanding of its mission; its vision for where it wants to be
in the future; and the values that will guide its actions.
• The process requires a commitment to strategic planning, a

subset of business management that involves an organization's
ability to set both short- and long-term goals.
• Strategic planning also includes: the planning of strategic

decisions, activities and resource allocation needed.
• Strategic management can, thus, help an organization gain

competitive advantage, improve market share and future plans.
Five stages of strategic management process
The process typically includes five phases:
1. assessing the organization's current strategic direction;

2. analyzing internal/external strengths & weaknesses
3. formulating action plans
4. executing action plans
5. evaluating successful against changes whether desired results
are produced.
Strategic Management Process also includes:
• Effective communication, data collection and organizational

culture, analyzing cross-functional business decisions prior to
implementing them ensuring alignment with strategic plans.
Types of strategic management strategies
• The types of strategic management strategies have changed
over time. The modern discipline of strategic management
traces its roots to the 1950s and 1960s.
• Peter Drucker, founding father of management studies, his

contributions was the seminal idea that the purpose of a
business is to create a customer, and what the customer wants
determines what a business is.
• Management's main job is marshaling the resources and

enabling employees to efficiently address customers' evolving
needs and preferences.
• In the 1980s, a Harvard Business School professor called

Theodore Levitt, developed a different strategy with a focus on
the customer, rather than on production - creating a product
of high quality ensured success.
• Distinctive competence, a term introduced in 1957 by sociology

and law scholar Philip Selznick, focused on the idea of core
competencies and competitive advantage in strategic
management theory.
• This enabled assessing the S&W of an organization in relation to

the T&O in its external environment.
• Canadian management scientist Henry Mintzberg concluded
that the strategic management process could be more dynamic
and less predictable. In his 1987 paper, "The Strategy Concept:
Five Ps for Strategy," he argued "the field of strategic mgt
cannot afford to rely on a single definition of strategy."
5 definitions were given with their interrelationships:

• Plan: Strategy intended course of action to deal with a situation
• Ploy: Strategy as a maneuver to outwit a competitor, which can also
be part of a plan
• Pattern: Strategy stemming from consistency in behavior, whether or
not intended, which can be independent of a plan
• Position: Strategy as a match between the organization and
environment, which can be compatible with any or all of the Ps
• Perspective: Strategy as a concept or ingrained way of perceiving
the world -aggressive pacesetter vs. late mover - which can be
compatible with any or all of the Ps
SWOT analysis
• A SWOT analysis is one of the types of strategic management
frameworks used by organizations to build and test their
business strategies.
• A SWOT analysis identifies and compares the strengths and

weaknesses of an organization with the external opportunities
and threats of its environment.
• The SWOT analysis clarifies the internal, external and other

factors that can have an impact on an organization's goals and
objectives.
• SWOT process helps leaders determine whether organization's

resources and abilities will be effective in the competitive
environment within which it has to function and to refine the
strategies required to remain successful in this environment.
Balanced scorecard in strategic management
• The balanced scorecard is a management system that turns
strategic goals into a set of performance objectives that are
measured, monitored and changed, if necessary, to ensure the
strategic goals are met.
Balanced scorecard takes a four-pronged approach to an

organization's performance:
• financial analysis, including metrics - operating income, sales
growth and ROI.
• customer analysis, including customer satisfaction and
retention.
• internal analysis, including how business processes are linked to
strategic goals.
• learning and growth analysis, including employee satisfaction
and retention, as well as the performance of an organization's
information services.
Balanced scorecard in strategic management
As explained by the Balanced Scorecard Institute:
"The system connects the dots between big picture strategy

elements such as:
• vision (what we aspire for),

• mission (our purpose),
• core values (what we believe in),
• strategic focus areas (themes, results and/or goals),
• operational elements such as objectives (continuous
improvement activities),
• measures (or key performance indicators, or KPIs, which track
strategic performance),
• targets (our desired level of performance), and
• initiatives (projects that help you reach your targets).“
Value of organizational culture
• Organizational culture can determine the success and failure of
a business and is a key component that strategic leaders must
consider in the strategic management process.
• Culture is a major factor in the way people in an organization

outline objectives, execute tasks and organize resources.
• A strong organizational culture will make it easier for

leaders and managers to motivate employees to execute their
tasks in alignment with the outlined strategies.
• It is important to create strategies that are suitable for the

organization's culture. If a particular strategy does not match
the organization's culture, it will hinder the ability to accomplish
the strategy's intended outcomes.

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Strategic Management

What is Strategic Management?

• Strategic management process helps organizations take stock of

• Changes in business environments will require organizations to

• Strategic management strategies consist of five basic

• A strategic management process helps an organization and its

• Strategic management sets a direction for the organization and

• The process requires a commitment to strategic planning, a

• Strategic planning also includes: the planning of strategic

• Strategic management can, thus, help an organization gain

1. assessing the organization's current strategic direction;

Strategic Management Process also includes:

• Effective communication, data collection and organizational

• Peter Drucker, founding father of management studies, his

• Management's main job is marshaling the resources and

• In the 1980s, a Harvard Business School professor called

• Distinctive competence, a term introduced in 1957 by sociology

• This enabled assessing the S&W of an organization in relation to

5 definitions were given with their interrelationships:

• A SWOT analysis identifies and compares the strengths and

• The SWOT analysis clarifies the internal, external and other

• SWOT process helps leaders determine whether organization's

Balanced scorecard takes a four-pronged approach to an

"The system connects the dots between big picture strategy

• vision (what we aspire for),

• Culture is a major factor in the way people in an organization

• A strong organizational culture will make it easier for

• It is important to create strategies that are suitable for the

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