Strategic surveillance strategic control - strategic implementation
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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.
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Implementation control - strategic control - strategic implementation
Implementation control is aimed at assessing whether the plans, progammes and policies are actually guiding the organization towards its predetermined objectives or not. If the resources that are committed to a project at any point of time would not benefit an organization as envisaged, corrective steps should be undertaken immediately.
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Premise control is designed to check systematically and continuously whether the premises on which the strategy is based are still valid. If an important premise is no longer valid, the strategy may have to be changed.
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This document discusses strategic evaluation and control. It defines strategic control as monitoring the implementation of an organization's strategic plans. The document outlines several key aspects of strategic control, including: premise control, strategic surveillance, implementation control, and special alerts. It also distinguishes strategic control from operational control, noting that strategic control is more future oriented, ambiguous, and focuses on achieving long term goals. Finally, the document discusses the contributions of Kaoru Ishikawa to total quality control and management.
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Strategic management involves identifying strategies to achieve competitive advantage and better performance. It includes strategy formulation and implementation. Strategy formulation is the process of choosing actions to realize organizational goals through evaluating the environment, setting objectives and targets. The six main steps of formulation are setting objectives, evaluation, target setting, performance analysis, and strategy choice. Strategy implementation translates strategies into actions through developing an effective organizational structure, policies, leadership and rewards to efficiently execute strategic plans. Both formulation and implementation are important for organizational success.
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The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Key aspects of strategic evaluation include assessing internal/external factors, measuring performance, and taking corrective actions. Strategic control ensures the strategy and its implementation meet objectives. Techniques for strategic evaluation include gap analysis, SWOT analysis, PEST analysis, and benchmarking. Strategic control types are premise control, implementation control, strategic surveillance, and special alert control.
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The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
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The document discusses strategic evaluation and control in businesses. Strategic evaluation allows companies to assess their health, productivity, and future plans beyond short-term factors. It is performed by various stakeholders to test strategy effectiveness, set objectives, and determine if the organization is moving in the right direction. Strategic control monitors strategies adopted by the organization to ensure alignment with internal and external environments. It involves determining what to control, setting standards, measuring performance, comparing to standards, identifying deviations, and taking corrective action.
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The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
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Implementation control - strategic control - strategic implementation
Implementation control is aimed at assessing whether the plans, progammes and policies are actually guiding the organization towards its predetermined objectives or not. If the resources that are committed to a project at any point of time would not benefit an organization as envisaged, corrective steps should be undertaken immediately.
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Premise control is designed to check systematically and continuously whether the premises on which the strategy is based are still valid. If an important premise is no longer valid, the strategy may have to be changed.
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This document discusses strategic evaluation and control. It defines strategic control as monitoring the implementation of an organization's strategic plans. The document outlines several key aspects of strategic control, including: premise control, strategic surveillance, implementation control, and special alerts. It also distinguishes strategic control from operational control, noting that strategic control is more future oriented, ambiguous, and focuses on achieving long term goals. Finally, the document discusses the contributions of Kaoru Ishikawa to total quality control and management.
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Strategic management involves identifying strategies to achieve competitive advantage and better performance. It includes strategy formulation and implementation. Strategy formulation is the process of choosing actions to realize organizational goals through evaluating the environment, setting objectives and targets. The six main steps of formulation are setting objectives, evaluation, target setting, performance analysis, and strategy choice. Strategy implementation translates strategies into actions through developing an effective organizational structure, policies, leadership and rewards to efficiently execute strategic plans. Both formulation and implementation are important for organizational success.
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The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Key aspects of strategic evaluation include assessing internal/external factors, measuring performance, and taking corrective actions. Strategic control ensures the strategy and its implementation meet objectives. Techniques for strategic evaluation include gap analysis, SWOT analysis, PEST analysis, and benchmarking. Strategic control types are premise control, implementation control, strategic surveillance, and special alert control.
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The document discusses strategic intent and the balanced scorecard approach to strategic management. It defines strategic intent as the purpose and direction an organization aims to achieve. Key elements of strategic intent include vision, mission, goals, and objectives. These elements form a hierarchy with the vision at the top as the long-term goal, followed by the mission which articulates how the vision will be achieved, then specific goals and objectives with metrics to evaluate performance. The balanced scorecard framework translates strategic intent into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
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The document discusses strategic evaluation and control in businesses. Strategic evaluation allows companies to assess their health, productivity, and future plans beyond short-term factors. It is performed by various stakeholders to test strategy effectiveness, set objectives, and determine if the organization is moving in the right direction. Strategic control monitors strategies adopted by the organization to ensure alignment with internal and external environments. It involves determining what to control, setting standards, measuring performance, comparing to standards, identifying deviations, and taking corrective action.
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The document discusses the strategic management process, which includes four main steps: environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. Environmental scanning involves analyzing internal and external factors that influence an organization. During strategy formulation, organizations design resource acquisition plans and formulate strategies to achieve goals. Strategy implementation translates strategies into actions. Strategy evaluation regularly assesses strategies and performance to determine if corrections are needed.
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Strategy implementation refers to the activities within an organization to execute its strategic plan. This involves translating the chosen strategy into organizational actions to achieve strategic goals. Key aspects of strategy implementation include developing organizational structures, control systems, and culture aligned with the strategy. It also involves assigning tasks and roles to employees to maximize efficiency, quality, and customer satisfaction. Successful strategy implementation depends on factors like organizational structure, resource allocation, leadership styles, and procedures. It is important that implementation responsibilities are shifted to divisional and functional managers who were involved in the strategy formulation process.
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This document discusses the three levels of strategic management - corporate, business, and operational.
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This document summarizes a presentation on strategic control. It outlines 5 questions involved in assessing a strategy's success, including whether the organization is moving in the right direction and if objectives are being met. It defines strategic control as focused on achieving future goals rather than past performance, and tracking a strategy as it is implemented. The characteristics, process, and 4 types of strategic control are described: premise control, implementation control, strategic surveillance, and special alert control. Operational control is also briefly discussed.
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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.
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Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
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This document outlines various corporate level strategies including growth, stability, and retrenchment strategies. It discusses concentration, diversification, pause/proceed with caution, and turnaround strategies. The document also covers business level strategies like cost leadership, differentiation, and focus strategies. Finally, it discusses building and restructuring the corporation through various routes like start-ups, acquisitions, mergers, and divestments.
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The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
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The document outlines the basic model of strategic management which includes 4 main elements: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Environmental scanning involves monitoring internal and external factors. Strategy formulation is the development of long-range plans including defining the mission, objectives, strategies, and policies. Strategy implementation is putting strategies and policies into action through programs, budgets, and procedures. Evaluation and control monitors performance to compare it against desired performance and identify triggering events that may require a change in strategy.
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The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process and involves assessing factors, measuring performance, and taking corrective actions. It ensures the strategy and implementation meet objectives. Strategic evaluation and control tests strategy effectiveness and provides a way for organizations to determine if their strategy is guiding them as intended towards objectives.
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This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
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The document discusses strategic control, which involves tracking strategy implementation and making adjustments. It describes establishing standards and monitoring performance, evaluating results and taking corrective action if needed. Key types of strategic control include premise control, special alert control, implementation control, and strategic surveillance. Strategic surveillance involves monitoring various information sources to uncover unexpected factors that could impact strategy. The case study describes how Citicorp uses strategic surveillance control to closely monitor political announcements and market intelligence from its international branches for signs of changing financial conditions in host countries that could affect its strategy regarding exposure to third world loans.
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Strategic evaluation is defined as determining the effectiveness of an organization's strategy in achieving objectives and taking corrective actions. It is the final step in strategic management and involves appraising internal/external factors, measuring performance, and making adjustments. Strategic evaluation is important because it assesses the efficiency and effectiveness of plans in achieving goals. It allows managers to evaluate current strategies in a changing environment. The process involves setting benchmarks, measuring actual performance, analyzing variances, and taking corrective actions. Participants include shareholders, directors, executives, and managers.
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This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
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This document discusses behavioural implementation and the roles and skills of strategic leaders. It describes how strategic leaders guide organizations towards success through their individual behaviors and as part of groups. The document outlines the structure of strategic leaders at the corporate, business, functional, and operational levels. It also identifies key skills of strategic leaders like anticipating, challenging assumptions, interpreting information, deciding, learning, and aligning stakeholders. The roles of the CEO and board of directors in determining strategy and monitoring performance are discussed. Finally, the document covers types of power and how leadership styles impact strategic implementation.
Levels of strategy
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
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Strategic control - strategic implementation - Manu Melwin Joy
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.
Strategic alert control strategic control - strategic implementation
A strategic alert control is the thorough and often rapid consideration of the firm’s strategy because of a sudden unexpected event. Examples of such events can be the sudden fall of the government, a natural calamity etc. In the face of such unexpected events, the firm should respond immediately, and releases it strategies quickly.
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Strategy implementation refers to the activities within an organization to execute its strategic plan. This involves translating the chosen strategy into organizational actions to achieve strategic goals. Key aspects of strategy implementation include developing organizational structures, control systems, and culture aligned with the strategy. It also involves assigning tasks and roles to employees to maximize efficiency, quality, and customer satisfaction. Successful strategy implementation depends on factors like organizational structure, resource allocation, leadership styles, and procedures. It is important that implementation responsibilities are shifted to divisional and functional managers who were involved in the strategy formulation process.
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This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
strategic control
This document summarizes a presentation on strategic control. It outlines 5 questions involved in assessing a strategy's success, including whether the organization is moving in the right direction and if objectives are being met. It defines strategic control as focused on achieving future goals rather than past performance, and tracking a strategy as it is implemented. The characteristics, process, and 4 types of strategic control are described: premise control, implementation control, strategic surveillance, and special alert control. Operational control is also briefly discussed.
Strategic control
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.
Corporate Level Strategies
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
Unit 3 Chapter 3 Strategic alternatives
This document outlines various corporate level strategies including growth, stability, and retrenchment strategies. It discusses concentration, diversification, pause/proceed with caution, and turnaround strategies. The document also covers business level strategies like cost leadership, differentiation, and focus strategies. Finally, it discusses building and restructuring the corporation through various routes like start-ups, acquisitions, mergers, and divestments.
Strategic evaluation and control
Strategic evaluation and control is the final phase of strategic management. It operates at two strategic and operational levels to assess consistency with the environment and pursuit of strategy. The purpose is to evaluate strategy effectiveness in achieving objectives. It tests strategy effectiveness and keeps the organization on track to objectives through feedback and corrective actions. Strategic evaluation involves participants across the organization and provides lessons for new planning, though barriers like measurement difficulties must be addressed.
Business Policy and Strategic Management
The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
Basic model of strategic management
The document outlines the basic model of strategic management which includes 4 main elements: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Environmental scanning involves monitoring internal and external factors. Strategy formulation is the development of long-range plans including defining the mission, objectives, strategies, and policies. Strategy implementation is putting strategies and policies into action through programs, budgets, and procedures. Evaluation and control monitors performance to compare it against desired performance and identify triggering events that may require a change in strategy.
Business Portfolio Analysis
Business portfolio analysis is a technique that analyzes a company's different business units or products in the same way an investment portfolio is analyzed. It uses tools like the BCG matrix and GE nine-cell matrix to evaluate business units based on factors such as market share and market growth. This helps companies allocate resources more effectively by identifying strong business units in attractive markets that should receive more investment, and weak units in unattractive markets that may need to be improved or divested. While portfolio analysis provides a systematic approach and encourages strategic evaluation, the analyses can oversimplify strategies and produce static snapshots that may not account for changing market conditions.
Strategic evaluation & control
The document discusses strategic evaluation and control. It defines strategic evaluation as determining the effectiveness of a strategy in achieving objectives and making corrections. Strategic evaluation is the final step of the strategic management process and involves assessing factors, measuring performance, and taking corrective actions. It ensures the strategy and implementation meet objectives. Strategic evaluation and control tests strategy effectiveness and provides a way for organizations to determine if their strategy is guiding them as intended towards objectives.
Strategic implementation
This document discusses various aspects of strategic implementation at the structural, behavioural, and functional levels. It provides details on different organizational structures like entrepreneurial, functional, divisional, strategic business unit, matrix, and network structures. It also discusses the importance of values, ethics, and culture during behavioural implementation. At the functional level, it explains the need for developing vertical and horizontal fit between functions. Functional plans and policies provide guidelines to implement strategies in areas like finance, marketing, operations, personnel, and information management.
Strategic control
The document discusses strategic control, which involves tracking strategy implementation and making adjustments. It describes establishing standards and monitoring performance, evaluating results and taking corrective action if needed. Key types of strategic control include premise control, special alert control, implementation control, and strategic surveillance. Strategic surveillance involves monitoring various information sources to uncover unexpected factors that could impact strategy. The case study describes how Citicorp uses strategic surveillance control to closely monitor political announcements and market intelligence from its international branches for signs of changing financial conditions in host countries that could affect its strategy regarding exposure to third world loans.
Strategic evaluation
Strategic evaluation is defined as determining the effectiveness of an organization's strategy in achieving objectives and taking corrective actions. It is the final step in strategic management and involves appraising internal/external factors, measuring performance, and making adjustments. Strategic evaluation is important because it assesses the efficiency and effectiveness of plans in achieving goals. It allows managers to evaluate current strategies in a changing environment. The process involves setting benchmarks, measuring actual performance, analyzing variances, and taking corrective actions. Participants include shareholders, directors, executives, and managers.
Strategic management
This document provides an overview of strategic management. It begins by defining strategic management and describing the strategic management process, which includes strategy formulation, implementation, and evaluation. It then discusses integrating analysis and intuition in strategic management. The rest of the document covers topics like the objectives and stages of strategic management, key terms, strategies used by companies in 2011, benefits and pitfalls of strategic management, and comparisons to military strategy.
Behavioural implimentations
This document discusses behavioural implementation and the roles and skills of strategic leaders. It describes how strategic leaders guide organizations towards success through their individual behaviors and as part of groups. The document outlines the structure of strategic leaders at the corporate, business, functional, and operational levels. It also identifies key skills of strategic leaders like anticipating, challenging assumptions, interpreting information, deciding, learning, and aligning stakeholders. The roles of the CEO and board of directors in determining strategy and monitoring performance are discussed. Finally, the document covers types of power and how leadership styles impact strategic implementation.
Levels of strategy
This document discusses different levels of strategy, including corporate strategy, business strategy, and functional strategy.
Corporate strategy involves top-level decisions about the overall scope and direction of a corporation. It occupies the highest decision-making level. Corporate strategies include stability, expansion, retrenchment, and combinations of those. Expansion strategies involve concentrating resources, diversifying, integrating operations, cooperating with competitors, and internationalization. Retrenchment strategies are turnaround, divestment, and liquidation.
Business strategy details how a firm provides value to customers within a specific industry. Common business strategies are cost leadership, differentiation, focused low cost, focused differentiation, and integrated low cost/differentiation.
Functional
Porter's Five Forces Model
Porter's five forces framework analyzes competition within an industry by considering five competitive forces: the threat of new entrants, the threat of substitutes, the bargaining power of buyers, the bargaining power of suppliers, and rivalry among existing competitors. The five forces determine the profitability and attractiveness of an industry. An unattractive industry has forces that drive down overall profitability. Porter's five forces model originated from the work of Michael Porter at Harvard University.
Quest analysis
The document describes the QUEST analysis technique, a four-step process for environmental scanning and strategy planning. The four steps are: 1) strategists observe events and trends, 2) they identify important issues that could affect the organization, 3) they prepare a report summarizing the issues, implications, and 3-5 scenarios, and 4) strategists review the report and scenarios to identify feasible strategic options.
Process of strategic choice
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
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A strategic alert control is the thorough and often rapid consideration of the firm’s strategy because of a sudden unexpected event. Examples of such events can be the sudden fall of the government, a natural calamity etc. In the face of such unexpected events, the firm should respond immediately, and releases it strategies quickly.
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This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis, strategic decision making processes, the roles of corporate governance and social responsibility, and methods for analyzing a company's external environment and internal strengths and weaknesses.
Essentials of strategic management
This document provides a summary of the book "The Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, strategic decision making models, the evolution of strategic management, and the importance of organizations becoming learning entities. The review provides an overview of the essential elements and processes in strategic management discussed in the source book.
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Strategic surveillance strategic control - strategic implementation
- 1. Strategic surveillance - Strategic control Strategic Implementation
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. 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