strategic thinking and strategic planning - two pieces of the same puzzle
TRANSCRIPT
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Strategic Thinking and Strategic Planning: Two Pieces
of the Same Puzzle
By
Tim M. Lowder
Saint Leo University
June 14, 2009
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Abstract
An organizations strategy consists of many factors that form a formula orroadmap to provide guidance concerning the organizations goals, how it will go aboutattaining these goals, and the tactics and policies that are needed to attain those goals
Porter (1980). Thus, one can ascertain that there are many components of strategy.Managements understanding and use of strategy as a tool to ensure business successhas been an important issue for many decades. This papers purpose is to determineestablish the critical components of strategic management. To accomplish thispurpose, the analysis first compares and contrasts the relationship between strategicplanning and strategic thinking and their relationship to strategic management. Second,the paper evaluates the strategic management process within the framework of itsstrategic planning and strategic thinking components. Third and last, the analysismakes conclusions as to the critical role of strategic management in organizationalsuccess.
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Introduction
An organizations strategy consists of many factors that form a formula or
roadmap to provide guidance concerning the organizations goals, how it will go about
attaining these goals, and the tactics and policies that are needed to attain those goals
Porter (1980). Thus, one can ascertain that there are many components of strategy.
Managements understanding and use of strategy as a tool to ensure business success
has been an important issue for many decades. This papers purpose is to determine
why strategic management is critical to organizational continuity and survival. To
accomplish this purpose, the analysis first compares and contrasts the relationship
between strategic planning and strategic thinking and their relationship to strategic
management. Second, the paper evaluates the strategic management process within
the framework of its strategic planning and strategic thinking components. Third and
last, the analysis makes conclusions as to the critical role of strategic management in
organizational success.
Dimensions of Strategy
Throughout the past 30 years, the definition of strategy has become very
fragmented because of narrowly specialized academics and consultants (Hambrick &
Fredrickson, 2005). Consequently, according to Hambrick and Fredrickson (2005),
when executives call everything strategy, and end up with a collection of strategies,
they create confusion and undermined their own credibility (p. 52). Mintzberg (1994),
premises that management must comprehend the difference between strategic planning
and strategic thinking in order to fully understand the meaning of strategy. As it has
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been traditionally practiced, strategic planning is really strategic programming which
represents the articulation or spelling out of strategies and visions (Mintzberg, 1994,
1990). Conversely, strategic thinking focuses on intuition and creativity from an open
systems perspective and hinges on the creation of synthesis between the organizations
structure and its strategies (Bartee, 1971; Kast & Rosenzweig, 1972; Mintzberg, 1994,
1990; Scott, 2004). Consequently, the analysis must define strategy to understand its
implications for an organization.
Before proceeding in the analysis, it is imperative to define the strategy concept.
To define strategy one must research its Greek derivative strategos, which means the
art of the general. A generals responsibilities demonstrate the importance and scope of
the term strategy. The general of an army is solely responsible for the orchestration
and comprehensiveness of their armys strategy and its elements and pieces in forming
a coherent whole (Conger, Spreitzer, & Lawler, 1999; Hambrick & Fredrickson, 2005).
Thus, strategy is a comprehensive, fully integrated, collective set of choices established
by the organizations leadership. Next, the analysis will evaluate the components of
strategic management including strategic planning or orchestration and strategic
thinking or comprehensiveness (Hambrick & Fredrickson, 2005; Mintzberg, 1994).
Dimensions of Strategic Management
Strategic management is about understanding the development and
implementation of strategy, ensuring that the organizations structure is in alignment
with its strategy, and understanding the implications of these factors for organizational
success or failure. It is about strategic planning and strategic thinking, and
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orchestration and comprehensiveness (Hambrick & Fredrickson, 2005; Mintzberg,
1994). Throughout the strategy process, strategic management involves distinguishing
between strategic planning, which focuses on attaining the right information and
developing a mission and vision, and strategic thinking, which focuses on aligning the
organizations structure with its strategic plan to create synthesis (Mintzberg, 1994).
Modern organizations operate in a dynamic, ever-changing environment that forces the
organizations structure to evolve and become extremely complex. Strategic
managements paradigmatic construct has experienced the same dynamic
environmental influences and has evolved to remain viable (Bremer, 1988; Herrmann,
2005; Mintzberg, 1994).
Strategic Managements Emergence
Strategic management is initially traced to the 1960s and its conception is linked
to the concept of strategic adaptation developed through case studies (Herrmann,
2005). As organizations have evolved and adapted to environmental factors out of the
necessity for stability and continuity, so has strategic management. Throughout this
emerging and evolutionary developmental process, strategic management has shifted
from one paradigmatic construct to another. This evolution is demonstrated by the
historical and shifting paradigmatic constructs and approaches that focused on
administration, information processing, organic and mechanistic, process-oriented and
behavioral, structures and sub-systems, contingency theory, resource-based, and
contingent designs, to name a few (Bowen & Sharma, 2005; Cesaroni, Minin, &
Piccaluga, 2005; Devanna, Fombrun, & Tichy, 1981; Herrmann, 2005; Linnarson, 2005;
Mintzberg, 1990).
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Strategic management is an emerging and evolving construct that is contingent
on environmental change. To assist in the adaptability to environmental factors, it
becomes essential that the strategist view strategic management within an open
systems perspective. As new strategies are developed and executed, a primary goal of
strategic management is ensuring the alignment of the organizations structure with its
strategies. The organizations structure must be flexible as it evolves and adapt both
internally and externally to changing environmental forces. This important role of
strategic management entails the use of strategic thinking. strategic thinking focuses on
intuition and creativity from an open systems perspective and hinges on the creation of
synthesis between the organizations structure and its strategies (Bartee, 1971; Kast &
Rosenzweig, 1972; Mintzberg, 1994, 1990; Scott, 2004).
Alignment of the organizations structure with its strategy allows the
organizations sub-systems to attain maximum inputs, deliver maximum throughput, and
thus generate maximum outputs which in essence creates systems synergy wherein the
whole is greater than the sum of its parts (Asoh, 2004; Hannah, 2006). First, the paper
addresses the strategic planning or orchestration component of strategic management.
Second, the paper addresses the strategic thinking or comprehensiveness component
of strategic management. The paper analyses both strategic management components
based on their specific roles in the strategy process.
Strategic Planning
Claver, Gasco, Llopis, and Gonzalez (2001), provide an excellent example of the
strategic planning process that incrementally addresses strategic issues involving
current strategy, environmental analysis, internal analysis, gap analysis, strategic
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alternatives, resource considerations, and strategic choice (pp. 469470). In the first
step of the strategic planning process, the strategist must assess the organizations
current strategy and current resources (Bowen & Sharma, 2005; Herrmann, 2005;
Powell, 1992). Key issues to address during this first step include the current strategys
successes and/or failures and the strengths and weaknesses of the companys current
resources. In other words, are current strategies and current resources supporting or
diminishing the companys objectives? In the second step, the strategist must perform
a complete analysis of environmental forces that encompasses looking at political and
regulatory influences, economic factors and influences, societal and cultural influences,
and technological innovations (PEST Analysis) (Mintzberg, 1990; Porter, 1980; Noel M.
Tichy, 1983). The third step in the process evaluates organizational strengths,
weaknesses, opportunities, and threats (SWOT Analysis) (Bremer, 1988; Mintzberg,
1990; Regner, 2003). The organizations strengths and weakness include internal
organizational factors to address, whereas the opportunities and threats represent
external environmental factors in the organizations periphery. The SWOT Analysis also
incorporates knowledge attained during the first two steps in the strategic planning
process discussed earlier.
During the fourth step in the strategic planning process, the strategist often uses
Porters Five Forces Model of Competition. The Five Forces Model diagnoses the
competitive environment and identifies rivalry between competing sellers, companies
offering substitute products, suppliers of resource inputs, buyers, and potential new
entrants (Porter, 1979). Fifth, the strategist must ensure that they perform a thorough
analysis of the organizations value chain to address the required resources required for
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strategy execution. Sixth, the strategist must ensure that the requirements of the
strategic plan and its outcomes enhances shareholder value and is ethically feasible.
These steps represent many of the micro and macro elements that a strategist uses
during the actual strategic planning process and ensures the comprehensiveness
component of the strategy (Hambrick & Fredrickson, 2005).
Earlier, the analysis stated that strategic planning is only one component of
strategy. According to Mintzberg (1994), this phase of the strategic process represents
programming and a great deal of effort remains to carry out this programming. During
the seventh and last phase of the strategic planning process, the strategist must
compile the information and formulate the execution component of the strategic plan.
The strategist must take the information gathered during the programming phase to
synthesized and organized it into an integrated and comprehensive set of tactics that
can be executed and measured throughout the strategy execution phase (Mintzberg,
1994). This execution phase of the strategic process represents the orchestration
component of the organizations strategy and will be more thoroughly addressed in the
next section (Hambrick & Fredrickson, 2005).
Strategic Execution
The strategy process strategic execution phase is as critical to organizational
success as the planning or programming phase. Several essential components created
during the planning phase and used during the execution phase include measurable
plans, programs, and budgets. Emison (2004), presents an excellent model for
strategy execution and emphasizes that the strategist must focus on delegation of
discretion, authority, and accountability and be proactive at building both a learning and
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adaptive environment that can be effectively monitored (p. 56). In addition, to ensure
execution success leadership must enhance cultural awareness, attain total
commitment from management at all levels, establish a supportive management
information system, and establish a model of rewards and incentives to enhance
employee motivation (Claver, Gasco, Llopis, & Gonzalez, 2001; Denis & Rodney, 2002;
Irani, Choudrie, Love, & Gunasekaran, 2002; Yam, Tam, Tang, & Mok, 2005). Strategy
development and execution is a multi-faceted, broad based process that entails every
aspect of the organization and thus, management must have tools in place to ensure
successful execution.
Claver et al., (2001) presents an effective action plan ensuring strategy execution
in a TQM environment that includes analyzing processes, creating and using
communications systems, designing and applying participation methods, providing
training, spreading the culture of quality, making known the objectives and results at
each level, and promoting inter-area knowledge (p. 480). This model addresses the
extremely important issue of enhancing organizational alignment of structure and
strategy. Emison (2004) presents an excellent tool for improvement during execution
phase which is based upon Deweys (1986) pragmatic, five stage process of inquiry,
which includes problem recognition, problem formulation, problem solution, reasoning,
and experiment-testing of ideas (p. 58). Both the approaches discussed above provide
a useful perspective that management can use during the strategy execution phase to
ensure that implementation is occurring at all levels within the organization.
Additionally, these approaches provide a framework for both problem resolution and
quality improvement during the strategic management process. Next, the analysis will
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shift to the strategic management component of strategic thinking or
comprehensiveness.
Strategic Thinking and Comprehensiveness
An open systems paradigm allows the strategist to observe and analyze the
strategy process from both a strategic planning and a strategic thinking perspective
(Bailey, 1994; Mintzberg, 1994; Mockler, 1968; Schonberger, 1973). The component of
strategic management not significantly evaluated thus far is strategic thinking. As
mentioned earlier, strategic thinking requires that the strategist focus on an alignment of
structure and strategy. This fact is extremely important because the new era of ferment
in strategic management is focused on information, knowledge, learning, and innovation
(Herrmann, 2005). These areas of strategic management are critical to organizational
continuity and survival because they directly affect the alignment of the organizations
structure with its strategies and create synergy between the organizational sub-systems
in a manner that minimizes entropy, attains maximum throughput, and enhances quality
throughout the organizations value chain. In the next section, the paper evaluates
several open systems issues and links them to the strategic management issues that
include information, knowledge, learning, and innovation (Herrmann, 2005).
Strategic Management and Innovation
The final strategic management issue to address is innovation. Innovation is very
important if the company desires to adapt and survive in its dynamic environment.
Innovative organizations often attain a significant competitive advantage provided the
market is ready for the product or service offering (Hamel, 2006; Thompson et al.,
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2005). To assure success as an innovator the strategist must move quickly to research
and attain an understanding of the consumers wants and needs in the marketplace.
Innovative organizations remain focused while the company simultaneously scans the
horizon for market trends and developments. Once the company identifies and
validates a market opportunity, the strategist must design and implement an initial
strategic initiative. As discussed throughout this paper, the strategist must take into
account the alignment of the organizations structure with its strategies, address all the
open systems strategic management issues, and ensure that the companys value
chain resources are sufficient to carry out the tactical plan.
Summary
Both organizational structures and strategic management have become
extremely complex because of their adaptation to ever-changing environmental
variables. The ultimate goal of strategic management is developing and executing
strategies focused on organizational continuity and success and ensuring the alignment
of the organizations structure with these strategies. To understand this statement,
there exists distinction between strategic planning or orchestration and strategic thinking
or comprehensiveness (Hambrick & Fredrickson, 2005; Mintzberg, 1994). The strategic
planning component of strategic management represents the articulation or spelling out
of individual strategies and visions (Mintzberg, 1994, 1990). Conversely, the strategic
thinking component of strategic management involves intuition and creativity while
adhering to an open systems perspective that focuses on the alignment of the
organizations structure with its strategies (Bartee, 1971; Kast & Rosenzweig, 1972;
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Mintzberg, 1994, 1990; Scott, 2004). Organizational continuity and survival is
contingent upon understanding these concepts.
First, the strategist must understand that strategy is a broad based formula and
encompasses many multi-faceted elements (Porter, 1980). Second, the strategist must
effectively comprehend the two distinct strategic management components that include
strategic planning and strategic thinking (Mintzberg, 1994). Third, the strategist must
grasp the fact that these two strategic management components are both distinct yet
mutually dependent. In summary, organizational survival is critically dependent on the
strategist understanding of the broad-based nature of strategy and the comprehensive
steps entailed in strategic management from both a strategic thinking and a strategic
planning perspective.
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