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  1. 1. Strategy isn’t the mission—it’s the plan that allows the company to accomplish the mission.
  2. 2. What is Strategy • Suprisingly, strategy has nothing to do with goals, objectives or purpose. • Strategy defines how things are going to be achieved. • Strategy may be defined as a plan, method, or series of actions for obtaining a specific goal or intended result.
  3. 3. Different Strategies for Different Situations • There are in all, 4 different categories in which most of the strategies fall. • All the categories varies from each other in terms of scope and methodology, but are Legitimate, i.e., if properly developed and managed, allow the organization to achieve its goal.
  4. 4. Designed Strategy • Most traditional kind of strategy. • It is deliberate, defined and knows exactly where it’s going. • It is framed with a predetermined aim that is known and communicated to all individuals within the organization. • It leaves no question as to what path the organization is on.
  5. 5. Adaptive Strategy • Adaptive strategy evolves over time in response to pressures inside and outside the organization. • The process usually begins with a loose scenario depicting how to best utilize the company’s resources, and the strategies develop through an ongoing process of trial and error.
  6. 6. • The intended aims can be altered if some new force or factor demands it. • Due to their fluid nature, adaptive strategies are well suited to dynamic industries like software development where change is fast, frequent and furious.
  7. 7. Framed strategy • A framed strategy consists of a set of actions with little or no detail. • Framed strategy generally starts out with a set of initiatives – loosely defined actions which require individuals to determine their own course in order to achieve the expected result. • There is a lack of leadership in this type of strategy and therefore, has to be changed in either a designed or adaptive strategy.
  8. 8. Executed strategy • An executed strategy is simply a designed or adaptive strategy that has formed a consistent pattern of action or behavior over time. • Executed strategy is been integrated into the organization’s way of doing things. • If it is achieving the intended result, there is nothing further to add or subtract from an executed strategy.
  9. 9. Effective Strategy Management 1. Identify current patterns of action. • It basically involves analyzing the current status of organization. • How current strategies are defined and categorized.
  10. 10. 2. Aggregate the strategies into groups. • Consequences of the strategies are defined in terms familiar to the individuals within the organization. • Individuals understand how their own actions fit in with respect to the defined strategy.
  11. 11. • 3. Examine the strategies. • This phase is a long one that involves dissecting current or proposed strategies to see what they’re made of. • This step (hopefully) allows various strategies to be evaluated in an objective manner.
  12. 12. • 4. Illustrate the strategies. • It involves structuring the strategies.
  13. 13. 5. Transform the strategies. • Taking decided-upon strategy changes and making them part of the organization’s routine. • It should be monitored and its impact on the rest of the organization (policies, budgets, performance controls, etc.) should be constantly evaluated.