The paper discusses the strategic management process (SMP) as a vital tool for achieving command responsibility in military and organizational contexts, emphasizing the need for effective planning, implementation, and evaluation. It highlights the significance of strong leadership, willpower, and feedback systems in executing SMP to meet goals and objectives. The document also proposes that commanding officers should undergo training to enhance their ability to navigate the complexities of strategic management.

1. STRATEGIC MANAGEMENT
PROCESS FOR COMMAND
RESPONSIBILITY
BY
TANKO AHMED fwc
Senior Fellow (Security & Strategic Studies)
Research Directorate, NIPSS, Kuru-Jos, NIGERIA
(+234) 080 3703 1744 - ta_mamuda@yahoo.com; tanko.ahmed@nipsskuru.gov.ng

2. A Paper Presented to Participants of the NIPSS
Consult Course for Command Responsibility 6th –
17th August, 2018
Thursday, 9 August 2018

3. OPENING NOTE
New trends in strategic management process
(SMP) tend to collapse the hierarchical strategy-
operation-tactic structure into a virile ecosystem
of thinking-planning-action-review.
Institutions of higher learning, centres for
reflections, and leadership development
programme found in places like NIPSS and NDC
are resorting to vertical and horizontal expansion
to catch up with the cascading trend of blending
strategic and operational studies by means of
SMP.

4. TRENDS IN STRATEGIC AND OPERATIONAL LEADERSHIP
DEVELOPMENT
The NIPSS and NDC as leading strategic level
training in Nigeria witness faculty elasticity in
curricula and extra-curricular activities, as well as,
terrain extension into operational strategy.
The NIPSS seeks wider mandate through its Policy
Leadership and Strategy Course (PLSC), the
Political Parties Leadership and Policy
Development Centre (PPLPDC), and other
engagements for stronger effect to its flag ship
Senior Executive Course; and the NDC is now
supported by the Army, Navy and Air War Colleges

5. TOPIC PREAMBLE
Strategic Management is a blend of ‘strategy’ or astute
thinking and ‘management’ or action driving.
In the hands of abled leadership with well-articulated plan
of action and sound strategy, Strategic Management is a
veritable instrument for vision and mission delivery.
Strategic management process (SMP) is the business of
putting thinking into action to get things done.
This paper discusses ‘strategic management process for
command responsibility’.

6. TYPICAL STRATEGIC MANAGEMENT
SCENARIOS
In a typical strategic management scenario, Generals in
command of Theatres of War could actual drive the
momentum, as well as, feel the heat of raging battles by
sheer will power built and sustained on an active orbital
feedback system.
The same scenarios occur among leaders in the
conduct business, industry, events, administration or
governance, at all levels.
These scenarios demand efforts by leadership in
strategic management process for achieving sets goals
or objectives

7. MENTAL GUIDE
Strategy without process is little more
than a wish list.
– Robert Filek

8. INTRODUCTION
“Job must be do”
An Ethos of the Nigerian Military with emphasis on getting the job done

9. BACKGROUND
The topic of SMP coming after introductory
lectures presupposes a clear understanding of
the concept and application of strategy by
Course Participants.
Strategic Management blends the principles and
practice of both ‘strategy’ and ‘management’.
It is “… not only a process to form a strategy
that overlays the … management system, but
also a form of management based on strategy”
(Nanes, 2003:47).

10. COMPONENTS OF SMP
The components of SMP include
environmental scanning, strategy
formulation, strategy implementation and
evaluation
The components are operated in a
circular domain connecting thinking and
action, determined by environmental
stimulus.

11. THE STRATEGIC MANAGEMENT
MODEL
The SMP model is useful in the prediction and
evaluation of the environment for possible
modifications to harmonize with and achieve set
mission and objectives (Vasile & Iancu, 2009)
The SMP Modelling originates from ‘The First
International Conference of Strategic Management’ in
1973 and is still applied to facilitate organizational
leadership.
The SMP model is dynamic and continuous, as it seeks
to identify vision, mission, objectives and strategies for
implementation (David, 2011).

12. SMP LITERATURE
MODE
Recent works incline towards modelling and
breaking down of SMP stages for better
understanding and more effective application
(David, 2008; Vasile & Iancu, 2009; Clayton, 2015).
These contributors emphasise on the need for
elucidation.
This work treads on same guiding principles in
its discourse on strategic management.

13. PAPER ASSUMPTIONS
This paper projects the contingency nature of
SMP proposes the following assumptions:
1) That Action Plans bear specific objectives
and guidelines on implementation;
2) That SMP produces Action Plan deliverables;
and
3) That if there is Will and Effective SMP, plans
of action are deliverable

14. AIM AND OBJECTIVES OF THE
PAPERThe paper aims to decipher the complex and contingent
nature of SMP for clear understanding and application by
Commanding Officers with the following objectives:
1) To define and discuss SMP and its associated key
components.
2) To break SMP into segments for ease of discourse and
explains the complex cross-functional relationship of
organizational components.
3) To determine the challenges faced by Commanders in
applying SMP to mission and vision for attainment of
set goals.

15. CONCEPTUAL
DISCOURSE

16. STRATEGIC
MANAGEMENTSMP is an objective, logical, systematic and continuous
approach for making major decisions and taking
actions in an organization (Yousuf, 2016).
It is defined as a dynamic process of strategy
formulation, implementation, evaluation and control
(Parnell, 2005; David, 2008; Vasile & Iancu, 2009; Vatchkova, 2010; Hill, Jones
& Schilling, 2015; Yousuf, 2016).
SMP is synonymous to strategic planning in exploiting
and creating new opportunities for the future based on
present trends or conditions (Yousuf 2016).

17. STRATEGY FORMULATION
Formulation involves the assemblage, arrangement or putting
together of different components into a working structure or
relationship for the purpose of attaining set objectives.
Strategy formulation is the task of analyzing the organization’s
internal and external environments, and selecting or devising
appropriate plans or strategies in setting goals or objectives
and ways of achieving them.
The baseline task of SMP involves the establishment of mission
and vision statements, environmental analysis or scanning,
setting goals or objectives, and the ways and means for
attainment.

18. DATA SYNTHESIS
Data is a body of factual information in form of facts, figures,
statistics, records, or documents assembled for use in
planning, decision making or drawing conclusions.
Synthesis refers to result of combination, mixture,
amalgamation, blend or fusion of different ideas, influences or
data for the purpose of producing structures or relationships,
known as formulation
Data Synthesis combines outcomes from different
assumptions on overall effects of particular
intervention to arrive at clear pattern for decision and
action

19. ENVIRONMENTAL
SCANNING
Environment is the surrounding influence, settings,
situation, atmosphere, conditions or circumstances
determining the activities or fate of given venture.
Scanning refers to detailed or thorough examination of
given environment for the purpose of extracting much
needed data in formulation.
Environmental Scanning is the systematic process of
close monitoring or detecting for environmental signals
for use in tactical and strategic decision making, action
or formulation of tasks by Commanding Officers

20. SWOT ANALYSIS
SWOT or strengths, weaknesses, opportunities and threats
Analysis is a veritable instrument or method of strategic
planning used in strategy formulation.
It evaluates strengths or advantages over others; weaknesses or
disadvantages relative to others; opportunities or chances for
progress; and threats or causes for concern.
SWOT analysis is the work room of strategy formulation in SMP
where results of data synthesis and environmental scanning are
put together for evaluation.
It is used to identify strategies and align them to available
resources and capabilities to realities of the environment.

21. STRATEGY
IMPLEMENTATIONImplementation is the process of carrying out, fulfilling,
realization or execution of a task, an application or a plan.
Strategy implementation is the second stage task after strategy
formulation, involving the application or execution of plans
through series of decisions and actions in pursue of set goals or
objectives.
This task rests on the shoulders of Commanders for
communication of mission, allocation of tasks and resources
and coordination of cross-functional relationships (Brinkschroder,
2014).
Strategy implementation has resource management as pivotal
challenge where planning assumptions faces situational realities
of operations.

22. STRATEGY EVALUATION AND
CONTROL
Evaluation is the act of considering, examining, assessing,
calculating or appraising activities, functions or situation to
ascertain expected value, quality, quantity, extent or
condition.
Control involves the exercise of power or authority to
oversee, manage or adjust activities, tasks or ventures in line
with set direction.
Strategy evaluation and control constitutes the final tier
completing the tasks of the strategic management cycle.
Strategy evaluation and control revolves on principles of
monitoring and evaluation which completes the cycle or
process of strategic management – and starts all over again
and again.

23. STRATEGIC MANAGEMENT
AND ORGANIZATIONAL
LEADERSHIP

24. RESPONSIBILITIES FOR STRATEGIC
MANAGEMENT
Organizations run on multiple and overlapping
functions and components with strategic
responsibilities on certain level of leadership.
The middle-to-high level Commanders “… view
strategy formulation as an art and science.” (Parnell,
2005:157)
Organizational leadership therefore exercises
influence through timely decisions and actions on how
missions are performed and objectives attained (Vigoda-
Gadot & Drory, 2006).

25. SMP AND LEADERSHIP CADRE
The Participants of NIPSS Course Programmes are described
as high level executives who provide key input policy
formulation and implementation.
This leadership cadre or core group facilitates general
management; relates strategy and operations; re-orient
performance to set objectives; and establish long-term
directions and results.
By implication the Participants of the NIPSS Strategy Course
for Commanding Responsibility represent the leadership
cadre or core group charged with the SMP of their various
organizations.

26. WORKINGS AND PRACTICE OF
STRATEGIC MANAGEMENT

27. BENEFITS OF SMP
The principal benefit of SMP has been to help
organizations formulate better strategies through the
use of a more systematic, logical, and rational
approach to strategic choice.
Communication as key to successful SMP helps to to
achieve understanding and commitment throughout
the organization.
The SMP empowers more and more organizations as
they decentralize their activities for efficiency and
effectiveness.

28. THE USE OF WILL POWER
Will power is the ability to resist deviation in pursuit
of mindset on goals or objectives often associated
strength of character in decision making and
implementation (APA, 2017).
Political or Unit Will power is the collective will
power of both commanders and the rank and file in
an operation.
A strong willpower would relentlessly pursue set
goals and objectives in decision making and
implementation.

29. FEEDBACK SYSTEM
Feedback is the return of output to the input as it
affects performance; it is a response, reaction or
pointer to the next step of affairs.
A feedback loop is a cycle of mutual reinforcement
which enables the sensing and measurement of
activities for necessary response.
It is an instrument of Command and leadership in
SMP.
An effective feedback system allows for two-way
free communication which encourages dialogues in
a top-down and bottom-up combination rhythm
(Verma, 2017).

30. STRATEGY AND MANAGEMENT
A good blend of ‘strategy’ and ‘management’ in
SMP would produce ‘astute thinking’ and ‘action
drive’ by use of ‘will power’ on an effective
‘feedback system’.
In the hands of abled leadership or
Commanding Officer with well-articulated plan
of action and sound strategy, SMP is a veritable
instrument for vision and mission delivery.

31. EFFECTIVE STRATEGIC
MANAGEMENT

32. HINDERANCE TO EFFECTIVE
STRATEGIC MANAGEMENT

33. WEAKNESS OF THE WILL
The lack of willpower is the most significant hindrance
to converting the threshold of thought, intent or policy
into goal, result or objective through strategy as
embedded in the strategic management process.
Weakness of the will not only hinders implementation of
decisions and responsibilities, but also responsible for
culminated high rate of policy summersault, reversal or
abandonment (Egwu, 2017).
Leaders and followers alike are often held to ransom in a
culture of powerlessness and situation of progress trap.

34. LACK OF EFFECTIVE FEEDBACK
SYSTEM
The absence of an effective feedback loop leads to stagnation
in activities and weakens the necessary inaction among
function components of an organization.
It is also a sign of weak leadership and lack of direction,
especial when situations are devoid of the commitment of key
players in affairs of governance (Egwu, 2017; Galadima, 2017).
This is likened to the ‘Tomato Effect’ when you spend time,
energy and materials planting and taking care of tomato only
to let it rot; what was the point of doing it in the first place.

35. THE WAY FORWARD

36. INTENT AND ACTION
To avoid the ‘Tomato Effect’ in action plans and
implementation, SMP must be conducted for
effective operations.
Strategy implementation therefore requires
active drive to move ideas in thinking, to results
of action.
To be able to this, Commanding Officers at all
levels need to possess audacious minds capable
of job delivery without weakness of will power.

37. INCULCATING
AUDACITYAudacity is boldness, daring, or willingness to challenge
assumptions or conventions against all odds to tackle
something difficult or dangerous.
For example, President Obama is described as audacious
in outstanding performances and achievements against
all odds in his tenure at the White House (Chait, 2017).
Inculcating and promoting audacity among Commanding
Officers would trigger and sustain SMP for effective
service delivery.

39. CONCLUSION

40. SUMMARY
Strategic management involves complex cross-
functional relationships of organizational
components geared towards attainment of set
objectives.
It is a veritable tool for navigating the complexity of
applying the tenets of mission and vision of
operations.
This paper discusses, explains and relates how
resources are harnessed in series of decisions and
actions to influence performance and results.

41. SUMMARY (CONT’D…)
The paper projects the contingency nature of
SMP under the ethos of ‘job must be do’ with
the assumptions that:
Action plans bear specific objectives and
guidelines on implementation;
SMP produces way and means for attaining
set goals objectives; and
If there is Will and Effective SMP action plans
are deliverable.

42. CONCLUSION
This paper concludes that the
challenge and burden of SMP rests
on the shoulders of Commanding
Officers charged with decisions
and actions; and that a strong
willpower and efficient feedback
system are needed for effective
SMP.

43. RECOMMENDATION
Commanding Officers need to possess
audacious minds capable of job delivery
devoid of weakness of will power.
Implementation Strategies
Commanding Officers need to undergo
courses; and specially designed simulation
exercises for better handling of command
responsibilities

44. ENDING NOTE
“A true leader has the confidence to stand
alone, the courage to make tough decision,
and the compassion to listen to the needs of
others … by the equality of his actions and the
integrity of his intent”
– Douglas MacArthur

45. REFERENCES
American Psychological Association (APA). (n.d.). What you need to know about willpower: the psychological science of self-control. America Psychological Association
http://www.apa.org/helpcenter/willpower.aspx Retrieved 22/3/17
Brinkschroder, N. (2014). Strategy implementation: Key factors, challenges and solutions. A Presentation at the 4th IBA Bachelor Thesis Conference, November 6th. University of Twente,
Faculty of Management and Governance, Enschede, The Netherlands.
BusinessDictionary.com http://www.businessdictionary.com/definition/-organizational-leadership.html
Chait, J. (2017). Audacity: how Barack Obama defied his critics and created a legacy that will prevail. New York: Harper Collins Publishers
Clayton, J. (2015). The five stages of the strategic management process. Houston Chronicle. http://smallbusiness.cohn.com/five-stages-strategic-mamngement-process.18785.html
David, F. R. (2008). Concepts of strategic management. (6th Edition). Upper Saddle River, NJ: Prince-Hall
David, F. R. (2011). Strategic management concepts and cases (13th Edition). Boston, MA: Prentice Hall
Egwu, S. (2017). Political economy of Nigeria. A Paper presented to the NIPSS Senior Executive Course Participants on Monday, 28 February, Kuru-Jos
Galadima, H. S. (2017). Federalism in Nigeria. A Paper presented to the NIPSS Senior Executive Course No. 39 Participants on Monday, 28 February, Kuru-Jos. A Paper presented to the
NIPSS Senior Executive Course Participants on Monday, 28 February, Kuru-Jos
Hill, C. W., Jones, G. R. & Schilling, M. A. (2015). Strategic management theory. (11th Edition). London, UK: Cengage Learning
Hunger, J. D. & Wheelen, T. L. (1997). Essentials of strategic management. HR Folks International. Retrieved from http://www.hrfolk.com
Parnell, J. A. (2005). Strategic philosophy and management level. Management Decision, 3(2), 157-170. Retrieved from http://www.emeraldinsight.com/0025.1747.htm
Rowland, R. (2004) Command, superior and ministerial responsibility. CBC News Online, May 6. Retrieved from
http://www.cbc.ca/news/background/iraq/abughraib_commandresponsibility.html 3/8/18
Vasile, T. & Iancu, A. (2009). A model of the strategic management process.
Vatchkova, E. (2012). Contents historical development of strategy: Strategic management. Retrieved from http://www.iuc.edu.eu./group/mba_learning/2012STRATMAN/EV-L1-
introduction.pdf
Verma, P. (2017). Five ways to create effective feedback mechanism, The Economic Times, March 17. http://economictimes.indiatimes.com/industry/jobs/five-ways-to-create-effective-
feedback-mechanism/articleshow/57678324.cms Retrieved 17/3/17
Vigoda-Gadot, E. & Drory, A. (ed). (2006). Handbook of organizational politics. Cheltenham, UK: Edward Elgar Publishing
Yousuf, M. (2016). The nature of strategic management Chapter I, What is strategic management. Academia.
https://www.academia.edu/6349510/THE_NATURE_OF_STRATEGIC_MANAGEMENT_I_WHAT_IS_STRATEGIC_MANAGEMENT

46. SIMULATION EXERCISE FOR COURSE
PARTICIPANTS
EX-FOREST GUARD
AN INTER AGENCY OPERATION TO FLUSH
OUT, RECLAIM AND UTILISE NIGERIAN
FOREST ENCLAVES

47. Background
There are about 1,213 forest enclaves out of which 241
constitute major security concern across Nigeria.
Out of the 241 forests about 60 are identified as
immediate potent security threats.
These are primarily seen as abode and operational bases
for insurgents, kidnappers, cattle rustlers, herders and
hideouts for criminals.
One important discovery is the use of these areas for
mass production and processing of various kinds of
organic and chemical drugs connected to with global
organised crime cartels.

48. Strategic Response By Government
Out of concern with the general breakdown of
security under overwhelming presence and
activities of well-organised and well-equip
criminals, the Government decided to take the
matter head-on and directed all operational
commanders in the military, police, other security
agencies, and relevant ministries to come up with
Strategic Management Process (smp) to counter
this menace.

49. Operational Response By Unit
Commanders
All Unit Commanders in the affected areas,
porous borders, airports and sea ports were
ordered to come up with immediate- , short-
and long-term remedies and counter the
threats of hard-to-reach forest enclaves
used as Bases by criminals.

50. The Exercise
Course Participants are required to bring
about solutions by use of Strategic
Management Process (SMP) for immediate-,
short- and long-term remedies.
Each group will report to the main house in
three short paragraphs

51. THANK YOU
FOR YOUR ATTENTION