If you have arrived at this page expecting to find information on "Competitive Strategy Dynamics", by Kim Warren please note that
this book has been superceded by "Competitive Strategy Dynamics", published by Wiley, 2008.
Strategic Management Dynamics
Chapter 8 - Goals and Controls
Strategic decision-making covers a wide range of issues confronting management that need organizing, to see where they arise and how they are connected. A more or less chronological sequence for an enterprise is:
- Whether to take part.
- Choosing a strategy for taking part.
- Designing a likely path to success.
- Steering strategy through time.
- Whether to extend or revise the strategy.
The issues apply with little modification to strategic challenges in public services and voluntary organizations.
KEY ISSUES
- The many different categories of decision that arise in different stages of strategy
- The interrelated issues of evaluating strategic opportunities, choosing between them, and designing a path that might deliver success
- The critical importance of good policy to steer strategy as time passes
- Understanding “policy” as a rule or guideline for making a decision, often by changing a previous value of that decision
- Recognizing that most decisions of strategic significance affect resource growth and retention
- Including the consequences of competitors’ decisions in our own policy
- Designing policy that allows decisions to balance conflicting aims
- When decisions interfere with each other
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