Strategic control involves tracking a strategy as it is implemented, detecting problems or changes, and making adjustments. It has several purposes, including helping achieve goals by monitoring and evaluating the strategic management process. There are different types of strategic control, including premise control to test assumptions, implementation control to monitor plans, strategic surveillance for broad monitoring, and special alert control for rapid response to unexpected events. Strategic control is meant to continually assess changes and their impact on an organization's strategy.

1. STRATEGIC
CONTROL
Submitted by : Vidhu Arora (68-MBA-16)
Submitted to : Mr. Sudhanshu Gupta

2. STRATEGIC CONTROL
• Strategic control is concerned with tracking a
strategy as it is being implemented, detecting
problems or changes in its underlying premises
and making necessary adjustments.
• Schreyogg and Steinmann (1987) : “The
critical evaluation of plans, activities, and
results, thereby providing information for
the future action".
• The most important purpose of strategic control is
to help achieve organizational goals through
monitoring and evaluating the strategic
management process.

3.  It takes into account the changing
assumptions that determine a strategy,
continually evaluate the strategy as it is
being implemented, and take the
necessary steps to adjust the strategy to
the new requirement.
 It is early warning systems and differ from
post action controls which evaluate only
after the implementation has been
completed.

4. IDEAL CONTROL SYSTEM
Establish standards and targets
Create measuring and monitoring
systems
Comparing actual performance against
the established targets
Evaluate results and take action if
necessary

5. Strategic
Control
Process
Take corrective action.
Are corrections needed in internal activities to correct organizational shortcomings, or are changes needed in
objectives due to external events?
Determine the reasons for the deviations.
Are the deviations due to internal shortcomings or due to external changes beyond the control of the organization?
Compare the performance the performance to the standards.
How well does the actual match the plan?
Measure performance.
What are the actual standards?
Set control standards.
What are the targets and tolerances?
Determine what to control.
What are the objectives the organization hopes to accomplish?
NOYESSTOP

6. TYPES OF STRATEGIC
CONTROL
PREMISE
CONTROL
IMPLEMENTATION
CONTROL
STRATEGIC
SURVEILLANCE
SPECIAL
ALERT
CONTROL

7. PREMISE CONTROL
 Premise control is necessary to identify
the key assumptions, and keep track of
any change in them so as to assess
their impact on strategy and its
implementation.
 Premise control serves the purpose
of continually testing the
assumptions to find out whether they
are still valid or not. It helps in the
strategists to take corrective action at
right time.
 Premise control responsibility can

8. IMPLEMENTATION CONTROL
 The implementation of a strategy results in a
series of plans, programmes, and projects.
 Implementation control can be
implemented by identifying and monitoring
strategic requirement with respect to
market success. It also helps in determining
whether to go for diversification or not.
 It can also be carried out through identifying
critical points in terms of events, substantial
resource allocation, or significant end-time.

9. STRATEGIC SURVEILLANCE
 Designed to monitor a board range of
events inside and outside the company
that are likely to threaten the course of
firm’s strategy.
 It can be done through a broad based,
general monitoring on the basis of
selected information sources to uncover
that are likely to affect the strategy of
an organization

10. SPECIAL ALERT CONTROL
 It is based on trigger mechanism for
rapid response and immediate
reassessment of strategy in the light of
sudden and unexpected events.
 Crises and critical situations that
occur unexpectedly and threaten the
course of a strategy

11. CONCLUSION
 Strategic control is to continually assess
the changing environment to uncover
events that may significantly affect the
course of an organization’s strategy.