The document discusses the circular nature of the strategic management process, focusing on strategy evaluation, review, and redesign as critical components that enable organizations to adapt and thrive. It emphasizes the need for continuous evaluation and adjustment of strategies in response to environmental changes and complexities. A simulation exercise is included to help participants apply the concepts of strategy evaluation and redesign in a practical context.

1. STRATEGY EVALUATION, REVIEW AND
REDESIGN
BY
TANKO AHMED, fwc
Senior Fellow (Security & Strategic Studies)
Research Directorate, National Institute, Kuru
08037031744 – ta_mamuda@yahoo.com

2. A Lecture Delivered to the NIPSS Policy,
Strategy and Leadership Course 26 on Friday, 19
May, 2017

3. The right for Review is Always
https://www.google.com

4. Paper Abstract
• The combination of strategy evaluation, review
and redesign aptly captures the circular nature
of the strategic management process.
• This combination invokes the orbital but
progressive spiral path along which strategy
drives its formulation to implementation and
evaluation.
• The paper discusses strategy evaluation, review
and redesign or the point at which the cycle of
strategic management process end and restarts.

5. Paper’s Focus
• The paper explains the seeming similarities,
possible uniqueness and relationship of
strategy evaluation, review and redesign to
show how the trio functions as rear axles of
strategic management process.
• A simulation exercise is provided to facilitate
the application of knowledge skills on
strategy evaluation, review and redesign by
the NIPSS-PSLC Participants

6. Some Illustrations
Strategy without process is little more
than a wish list. – Robert Filek
However beautiful the strategy, you
should occasionally look at the results.
– Sir Winston Churchill

7. INTRODUCTION
“The organization does well those things that
the boss checks …” - An Old Army Adage

8. Background
• The combination of strategy evaluation, review
and redesign aptly captures the circular nature
of the strategic management process (SMP).
• The SMP is a veritable tool for navigating the
complexity of applying the tenets of mission and
vision of organizations.
• It is conducted through routine activities, in
stages, from strategy formulation, strategy
implementation, and evaluation and control (Tse,
2010; Clayton, 2016).

10. Evaluation, Review and Redesign
• Strategy evaluation constitutes the final and
restarting point in completion and realignment to
the tasks of the strategic management process
cycle.
• Strategy review is the critical aspect of strategy
evaluation in which not only performance but also
possibility of redesign is put into close scrutiny.
• Strategy design or redesign helps organizations to
determine what to do next, why and how to
innovate new ways within immediate, sort or long
term periods (Duignan, n.d.).

11. A Living Process
• The SMP often turns stale or obsolete under
environmental impact or pressure of change making
systematic evaluation, review and redesign very
necessary (David, 2011).
• There is therefore the need for strategy to be
designed or formulated; applied or implemented;
and analysed or evaluated, in a continuous living
cycle or process.
• This paper discusses strategy evaluation, review
and redesign; or the point at which the cycle of
strategic management process ends as well as
restarts.

12. General Literature
• General literature on strategic management process
tends to focus on ways to counter the complexity
and obscurity of the subject for ease of clarity and
understanding.
• Guerras-Martin, Madhok & Montoro-Sanchez
(2014) trace the historical background, recent
trends and current directions of SMP and observe
the need for decipherment of its difficult terrain.
• An earlier work Hunger & Wheelen (1997) points to
managerial decisions and actions contributing to
performance toward goal attainment as aggregated
SMP.

13. Specific Literature
• Aremu (2003) and Parnell (2005) establish correlation
of SMP with performance as basis for strategic
philosophy of organizations.
• More recent works incline towards modelling and
breaking down of SMP stages and activities for better
understanding and more effective application (David,
2008; Vasile & Iancu, 2009; Clayton, 2015).
• Particular contributors of interest bring in contents
history of SMP and case studies with emphasis on the
need for elucidation.
• This work treads on same guiding principles as its
discourse.

14. General Theory
• The contingency nature of strategic management
process tends to harbour multiple but synergic
theoretical foundation including resource-based,
structure-conduct-performance, agency, and other
related approaches.
• Theories used in SMP share common core elements
of simplification, assumptions, concepts, processes
and cross-functional relationships (Parnell, 2005;
Bettis, et al. 2014).
• This paper dwells on the contingency nature of SMP
in building a theoretical framework based on cross-
functional relationship of organizational resources.

15. The Structure-Conduct-Performance (SCP)
Theory
• The SCP theory or paradigm was first devices by
Edward Chamberlin and Joan Robin in 1939 and
further developed into a model with theoretical
application (Faccarella & Kurz, 2016).
• The SCP theory focuses on environmental
influences capable of forcing organizations to re-
evaluate, re-view and re-design their strategies in
response to stimulus.
• It states that the structure, conduct and
performance of organizations are greatly influenced
by immediate, short and long term internal and
external environmental influence.

16. CONCEPTUALIZATION

17. Strategic Management Process
• The strategic management process (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).
• Yousuf (2016) reflects on central cross-functional
feature of the SMP, synonymous to strategic planning,
in exploiting and creating new opportunities for the
future based on present trends or conditions.

19. 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 SMP cycle.

20. What Strategy Evaluation Does
• This stage weighs performance data and
activity reports to appraise and adjust
undesired performance due to improper
application of the SMP for the purpose of
adjustment in line with organizational
strategy (Gomes, 2010).
• Strategy Evaluation and control is therefore
vital to an organization's survival, wellbeing
and progress (David, 2011).

21. Strategy Review
• A review is a critical evaluation or assessment of
activities, events, products or any subject with a
view to suggesting or applying remedies to
enhance or improve on current state.
• A strategy review examines the underlying basis
of strategy, compares actual to expected results,
and takes corrective action to address
performance or expectation gaps (Chelte, 2005).
• A standard strategy review compares expected
to actual results; investigates deviations from
plan; evaluates performance; and examines
progress toward stated objectives (David, 2011).

22. Strategy Redesign
• Evaluation designs or redesigns are the way in which
the evaluation ingredients like approach, purposes
and methods are put together into the final
evaluation in an attempt to answer a set of
evaluation questions.
• Evaluation design will indicate the overall evaluation
approach, the mix of formative, process and outcome
evaluation it is planned to carry out in the evaluation
and the methods and analysis to be used.
• If there is to be an outcome evaluation within the
evaluation, the design or redesign will specify which
of the many types of outcome design are to be used
(Duignan, n.d).

23. STRATEGY FORMULATION,
REVIEW AND REDESIGN

24. Challenges to Strategy Review
• The best formulated and best implemented strategies
become obsolete as the external and internal environments
of organizations change making it essential for strategists to
systematically review, evaluate, and control the execution of
strategies (David, 2011).
• Challenges to smooth strategy review include increasing
environmental complexity, difficulty in predicting the future
with accuracy, increasing number of issues and challenges,
rate of obsolesce, increase in domestic and outside events,
decreasing time span for planning with certainty (Chelte,
2005).
• These challenges capable of forcing organizations to re-
evaluate, re-view and re-design their strategies give
credence to the structure-conduct-performance theory of
organizations as the process necessitates and reinforces the
need for strategy evaluation, review and redesign.

25. Interplay of Design Principles and
Organizational Strategy
• Strategy design and redesign involves the
interplay of design principles and organizational
strategy to determine progress and possible
adjustment towards set goals and objectives.
• Redesigning strategy helps to promote and
adopt new ways and means like technology and
managerial system; it identifies most import
issues and challenges; and translates insights
into actionable solutions.

26. Other advantages
• Prioritizing the order and condition of
product and service portfolios;
• Connecting existing efforts with main
organizational strategy; and
• Integration of new strategy design as
fundamental aspect of strategic intent and
purposes (Chung, Hardy & So, 2000; Krishnan & Kumar,
2005; Buchanan, 2005; Chung & Freeze, 2008).

27. APPLICATION OF STRATEGY
EVALUATION, REVIEW AND REDESIGN

28. Emergent Processes
• Emergent processes and capabilities granted by the
Information and Communication Technology (ICT)
revolution enable and empower access to real time
situation and opportunity to contribute effectively in
current local to global events and activities.
• The tenets and attributes of strategy evaluation,
review and redesign are applicable to pressing
organizational issues and challenges at all levels of
work and existence.
• The opportunity to apply the knowledge and skills
from this lecture is situated in a simulation exercise
on the new Economic Recovery and Growth Plan
2017-2020 launched by the Federal Government of
Nigeria in February 2017.

29. Simulation Exercise
• The Top Execution Priorities of the Economic Recovery
Plan was the subject of a previous Simulation Exercise
for the NIPSS-PSLC Participants to discuss, decide and
develop possible improvements on the Plan.
• The second phase of the previous exercise requires
the Participants to apply a strategy evaluation, review
and redesign, if necessary, the Top Execution
Priorities by addressing how far has the programme
gone?
• The exercises are to be conducted by the two groups
and present to the whole house.

30. Top Execution Priorities Top Execution
Priorities

31. CONCLUSION

32. Summary
• The paper discusses strategy evaluation,
review and redesign within the cycle of
strategic management process.
• It takes the middle course theory of
organizational structure-conduct-
performance for its supportive attributes to
strategy evaluation, review and redesign.

33. Conclusion
The paper explains the seeming similarities,
possible uniqueness and relationship of
strategy evaluation, review and redesign and
shows that the trio functions as driver and
sustainer of strategic management process.

34. Recommendations
A simulation exercise is provided to facilitate
the application of knowledge skills on strategy
evaluation, review and redesign by the NIPSS-
PSLC Participants

35. THANK YOU FOR YOUR ATTENTION

36. Reference
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