The document discusses strategic control, emphasizing its role in monitoring and evaluating the implementation of strategies to help organizations achieve their goals. It details types of strategic control, particularly strategic surveillance, which involves monitoring a broad range of events that could impact the firm's strategy. An example is provided regarding Arvind Mill's efforts to address issues with counterfeit products affecting their brand.

1. Strategic surveillance - Strategic control
Strategic Implementation

2. Prepared By
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Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

3. 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. The most
important purpose of
strategic control is to help
top achieve organizational
goals through monitoring
and evaluating the strategic
management process.

4. Types of strategic control

5. Strategic surveillance
• Strategic surveillance aims at a
more generalized overreaching
control designed to monitor “
a broad range of events inside
and outside the company that
are likely to threaten the
course of firm’s strategy”. It is
done generally through a
general kind of monitoring
based on selected information
sources to uncover events that
are likely to affect the strategy
of an organization.

6. Strategic surveillance
• For example, the success
of Arvind Mill’s Ruf and
Tuf brand encouraged
rampant sale of spurious
products under the same
brand name forcing the
company to constitute
vigilance squads to crack
down on the
unscrupulous
businessmen