This document provides an overview of strategic management concepts and frameworks that can be applied to sport organizations. It introduces four strategic paradigms - classical, evolutionary, processual, and systemic - that influence how organizations approach strategy. Additionally, it outlines three strategic lenses - strategy as design, experience, and ideas - for evaluating strategic options. Finally, the RACES framework is presented as a tool to check the validity and viability of strategic choices based on resources, acceptability, consistency, effectiveness, and sustainability.

1. Strategic Management in Sport LTP004N Spring Semester 2010

4. Introducing Strategy LTP004N Strategic Management in Sport Week 1 Spring Semester 2010

12. Strategic v Operational Management Strategic Management Operational Management Organisation-wide, holistic Functional, Routinised Conceptualisation of issues Techniques, processes, actions Creating new directions: new resource allocations Managing existing resources Developing new resources Optimising existing resources Ambiguous/uncertain Functionally and Operationally specific Long term perspective Day to day issues, annual operating plan

15. Different Contexts for Strategy Manufacturing – physical product often augmented with service, brand image for competitive advantage. Global v Local competition/sourcing Services – no physical product, competitive advantage based on intangibles increasing Globalisation Manufacturing/ Service Organisations Diverse products/markets/businesses. Structure/control/parenting. Competitive strategy. Portfolio management. Resource allocation/ coordination. Global v Local competition. SBU focus Multinational Corporation Single market. Limited product/service range. Competitive strategy. Strategic capability. Restricted funds. Small Business Diverse sources of funds. Values and ideology. Lobbying. Stakeholder management. Managerialism v Volunteer dependency Voluntary and Not-for-Profit Ideology. Direct/indirect external influence (e.g. government). Competition for resource inputs. Best value in outputs. Interagency cooperation Public Sector

16. Different Contexts: Sport Examples Nike, Adidas-Reebok, Manchester United, Ferrari, Larger Fitness Clubs Islington Boat Club, Anaconda Swimming Club, Football Foundation, Central Council for Physical Recreation Islington Sport and Leisure Authority, UK Sport, Sport England, Toulouse Rugby Club IMG, Octagon, News Corporation, Fitness First BARCELONA FC Manufacturing/ Service Organisations Multinational Corporation Local private Gym & Fitness Centres, Little Kickers Small Business Voluntary and Not-for-Profit Public Sector

17. Overview

18. Strategic Paradigms and The Strategy Lenses How organisations approach strategy

20. Paradigms mapped

25. Paradigms and Strategy Formulation Strengths & Weaknesses Capabilities Opportunities & Threats Environmental Forces Strategy Performance The Paradigm

27. Exhibit I.v Three strategy lenses

29. Exhibit I.iv A summary