Chapter 1 Introducing Strategy

Chapter 1: Introducing Strategy
Learning outcomes
When you have completed this chapter, you should be able to:
 Summarize the strategy of an organization in a strategy statement.
 Identify key issues for an organization s strategy according to the Exploring Strategy
model.
 Distinguish between corporate, business, and operational strategies.
 Understand how different people contribute to strategy at work.
 Appreciate the contributions of different academic disciplines and theoretical lenses to
practical strategy analysis.
Definitions of strategy
“...the determination of the long run goals and objectives of an enterprise and the adoption of
courses of action and the allocation of resource necessary for carrying out these goals”
Alfred Chandler.
“Competitive strategy is about being different. It means deliberately choosing a different set of
activities to deliver a unique mix of value.”
Michael Porter
“…a pattern in a stream of decisions”
Henry Mintzberg
“...the long-term direction of an organization”
Exploring Strategy.
Strategic decisions
Three horizons for strategy
Horizon 1: Extend
and defend core
business.
Horizon 2: Build
emerging businesses.
Horizon 3: Create
viable options.
Stakeholders: Stakeholders are those individuals or groups that depend on an organization to
fulfil their own goals and on whom, in turn, the organization depends.
Levels of strategy
News Corporation
diversifying from print
journalism into social
networking.
Corporate-level Strategy
Website and marketing

improvements at My
Business-level Strategy Space to attract more users
Operational Strategy MySpace engineers

increasing processing
Capacity.
• Corporate Level Strategy is concerned with the overall purpose and scope of an organization
and how to add value to business units.
• Business Level Strategy is concerned with the way a business seeks to compete successfully in
its particular market.
• Operational Level Strategy is concerned with how different parts of the organization deliver the
strategy in terms of managing resources, processes, and people.
Strategy statements
Strategy statements should have three main themes:
• The fundamental goals that the organization seeks, which draw on the stated mission, vision
and objectives
• The scope or domain of the organization’s activities
• And the particular advantages or capabilities it has to deliver all these.
Working with strategy
All managers are concerned with strategy.
 Top managers frequently formulate and control strategy but may also involve others in
the process.
 Middle and lower-level managers have to meet strategic objectives and deal with
constraints.
 All managers have to communicate strategy to their teams.
 All managers can contribute to the formation of strategy through ideas and feedback.
Organizations may also use strategy specialists:
 Many large organizations have in house strategic planning or analyst roles.
 Strategy consultants can be engaged from one of many general management consulting
firms (e.g. Accenture, IBM Consulting, PwC).
 There are a growing number of specialist strategy consulting firms (e.g. McKinsey &Co,
The Boston Consulting Group).
Strategy’s three branches
 CONTEXT internal and external.
 CONTENT strategic options.
 PROCESS formation and implementation.

The exploring strategy model
1. Strategic Position
The strategic position is concerned with the impact on strategy of the external environment, the
organization’s strategic capability (resources and competences), the organization’s goals and the
organization’s culture.
Fundamental questions for Strategic Position:
• What are the environmental opportunities and threats?
• What are the organization’s strengths and weaknesses?
• What is the basic purpose of the organization?
• How does culture shape strategy?
2. Strategic choices
Strategic choices involve the options for strategy in terms of both the directions in which strategy
might move and the methods by which strategy might be pursued.
Fundamental questions for Strategic Choice:
• How should business units compete?
• Which businesses to include in the portfolio?
• Where should the organization compete internationally?
• Is the organization innovating appropriately?
• Should the organization buy other companies, form alliances, or go it alone?

3. Strategy in action
Strategy in action is about how strategies are formed and how they are implemented.
The emphasis is on the practicalities of managing.
Fundamental questions for Strategy in Action

• Which strategies are suitable, acceptable, and feasible?
• What kind of strategy making process is needed?
• What are the required organization structures and systems
• How should the organization manage necessary changes
• Who should do what in the strategy process
Exploring strategy in different contexts

The Exploring Strategy Model can be applied in many contexts. In each context the balance of
strategic issues differs:
• Small Businesses (e.g. Purpose and Growth issues)
• Multinational Corporations (e.g. Geographical Scope and Structure/Control issues)
• Public Sector Organizations (e.g. Service/Quality and Managing Change issues)
• Not For Profit Organizations (e.g. Purpose and Funding issues)
The strategy lenses.
Strategy lenses are ways of looking at strategy issues differently in order to generate many
insights. Looking at problems in different ways will raise new issues and new solutions.
Strategy can be seen as:
• Design
• Experience
• Variety (Ideas)
• Discourse
1. Strategy as design
2. Strategy as experience
3. Strategy as variety
4. Strategy as discourse
The strategy lenses summary
Chapter summary
 Strategy is the long-term direction of an organization. A ‘strategy statement’

should cover the goals of an organization, the scope of the organization’s
activities and the advantages or capabilities the organization brings to these
goals and activities.
 Corporate-level strategy is concerned with an organization’s overall scope;

business-level strategy is concerned with how to compete; and operational
strategy is concerned with how resources, processes and people deliver
corporate-and business-level strategy.
 Strategy work is done by managers throughout an organization, as well as

specialist strategic planners and strategy consultants.
 Research on strategy context, content and process shows how the analytical
perspectives of economics, sociology and psychology can all provide
practical insights for approaching strategy issues.
 The Exploring Strategy Model has three major elements: understanding the
strategic position, making strategic choices for the future, and managing
strategy-in-action.
 Strategic issues are best seen from a variety of perspectives, as exemplified

by the four strategy lenses of design, experience, variety and discourse.

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Chapter 1: Introducing Strategy

Three horizons for strategy

Website and marketing

Operational Strategy MySpace engineers

Strategy’s three branches

 CONTEXT internal and external.

 CONTENT strategic options.

 PROCESS formation and implementation.

• What are the environmental opportunities and threats?

• What are the organization’s strengths and weaknesses?

• What is the basic purpose of the organization?

• How does culture shape strategy?

Fundamental questions for Strategic Choice:

• How should business units compete?

• Which businesses to include in the portfolio?

• Where should the organization compete internationally?

• Is the organization innovating appropriately?

• Should the organization buy other companies, form alliances, or go it alone?

Fundamental questions for Strategy in Action

Exploring strategy in different contexts

 Strategy is the long-term direction of an organization. A ‘strategy statement’

 Corporate-level strategy is concerned with an organization’s overall scope;

 Strategy work is done by managers throughout an organization, as well as

 Strategic issues are best seen from a variety of perspectives, as exemplified

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