This document discusses different types of strategies that organizations use: designed strategies, which have clear predetermined aims; adaptive strategies, which evolve through trial and error in response to changes; framed strategies, which consist of loosely defined initiatives; and executed strategies, which have formed consistent patterns of action over time. Effective strategy management involves identifying current strategies, aggregating them into groups, examining and evaluating them, illustrating how they are structured, and transforming strategies as needed to integrate changes into the organization's routines.

1. Strategy isn’t the
mission—it’s the plan
that allows the company
to accomplish the
mission.

2. What is Strategy
• Suprisingly, strategy has nothing to do with
goals, objectives or purpose.
• Strategy defines how things are going to be
achieved.
• Strategy may be defined as a plan, method, or
series of actions for obtaining a specific goal
or intended result.

3. Different Strategies for Different
Situations
• There are in all, 4 different categories in
which most of the strategies fall.
• All the categories varies from each other in
terms of scope and methodology, but are
Legitimate, i.e., if properly developed and
managed, allow the organization to achieve its
goal.

4. Designed Strategy
• Most traditional kind of strategy.
• It is deliberate, defined and knows exactly
where it’s going.
• It is framed with a predetermined aim that is
known and communicated to all individuals
within the organization.
• It leaves no question as to what path the
organization is on.

5. Adaptive Strategy
• Adaptive strategy evolves over time in
response to pressures inside and outside the
organization.
• The process usually begins with a loose
scenario depicting how to best utilize the
company’s resources, and the strategies
develop through an ongoing process of trial
and error.

6. • The intended aims can be altered if some new
force or factor demands it.
• Due to their fluid nature, adaptive strategies
are well suited to dynamic industries like
software development where change is fast,
frequent and furious.

7. Framed strategy
• A framed strategy consists of a set of actions
with little or no detail.
• Framed strategy generally starts out with a set
of initiatives – loosely defined actions which
require individuals to determine their own
course in order to achieve the expected result.
• There is a lack of leadership in this type of
strategy and therefore, has to be changed in
either a designed or adaptive strategy.

8. Executed strategy
• An executed strategy is simply a designed or
adaptive strategy that has formed a consistent
pattern of action or behavior over time.
• Executed strategy is been integrated into the
organization’s way of doing things.
• If it is achieving the intended result, there is
nothing further to add or subtract from an
executed strategy.

9. Effective Strategy Management
1. Identify current patterns of action.
• It basically involves analyzing the current
status of organization.
• How current strategies are defined and
categorized.

10. 2. Aggregate the strategies into groups.
• Consequences of the strategies are defined in
terms familiar to the individuals within the
organization.
• Individuals understand how their own actions
fit in with respect to the defined strategy.

11. • 3. Examine the strategies.
• This phase is a long one that involves
dissecting current or proposed strategies to
see what they’re made of.
• This step (hopefully) allows various strategies
to be evaluated in an objective manner.

12. • 4. Illustrate the strategies.
• It involves structuring the strategies.

13. 5. Transform the strategies.
• Taking decided-upon strategy changes and
making them part of the organization’s
routine.
• It should be monitored and its impact on the
rest of the organization (policies, budgets,
performance controls, etc.) should be
constantly evaluated.