Contemporary Strategic Management

 “Strategy management is not a box of tricks or a bundle of techniques.  It is analytical thinking and commitment of resources to action.” -Peter Drucker, Management Consultant

Contemporary strategic management is a complex and evolving field that demands careful analysis, planning, and execution. In the past few decades, the concept of strategy has undergone significant transformation due to globalization, technological advancements, changing consumer preferences, and market disruptions. Today’s organizations are required to be more agile, innovative, customer-centric and digitally-savvy than ever before.

To be successful in contemporary strategic management requires a deep understanding of organizational dynamics, competitive landscapes, industry trends and emerging technologies. It also demands an ability to think creatively and act decisively in response to changing circumstances.

Organizations that can effectively navigate these challenges are well-positioned for growth while those that fail to adapt risk becoming irrelevant in today’s fast-paced business environment.

Strategies- Types, Process of Strategy formulation.

At the heart of this process is strategy formulation, which involves identifying and evaluating potential courses of action that can help a company achieve its objectives. There are several types of strategy formulation that managers can use to guide their decision-making.

One type of strategy formulation is analytical thinking. This approach involves gathering information about a company’s internal and external environment and using it to develop strategies that align with the organization’s strengths, weaknesses, opportunities, and threats (SWOT).

Another type is creative thinking which involves brainstorming new ideas for products or services or developing innovative ways to deliver existing offerings. Additionally, there’s directional policy matrices where companies evaluate their position in terms of market growth rates and relative market share to determine their competitive position.

The process of strategy formulation begins with an analysis of the current market trends, competitive landscape, customer needs, and financial performance. This analysis provides insights into the strengths and weaknesses of the organization and helps in identifying opportunities for growth.

Once the analysis is complete, the next step in strategy formulation is to set clear goals and objectives. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART). The goals should align with the overall vision of the organization and provide a clear direction for decision-making.

The third step in strategy formulation involves developing strategies to achieve these goals. There are different types of strategies that can be used depending on the nature of the business and its objectives such as cost leadership strategy or differentiation strategy.

Strategy Intent- Vision & Mission Statement.

One key aspect of strategic management is the development of a clear strategy intent, vision, and mission statement. These statements define the direction and purpose of an organization and guide decision-making at all levels.

A strategy intent statement outlines an organization’s overarching goals and aspirations. It sets the tone for what an organization wants to achieve and how it plans to do so in a broad sense.

A well-crafted vision statement captures this overarching goal in a more focused way, providing clarity on what an organization wants to become or accomplish in the future. Finally, a mission statement highlights how an organization will achieve its vision by outlining specific actions or objectives that will be pursued.

PESTEL Analysis.

Organizations need to be aware of the external factors that could impact their business operations. One way to analyze these factors is by using a PESTEL analysis. PESTEL stands for Political, Economic, Sociocultural, Technological, Environmental and Legal. This framework helps companies identify the key drivers that shape their industry and market.

The political aspect of PESTEL analysis refers to government policies and regulations that may affect an organization’s operations or profitability. The economic factor looks at macroeconomic conditions such as inflation rates and exchange rates which could impact a company’s revenue streams. Sociocultural factors examine how social trends influence consumer behavior while technological factors consider advancements in technology affecting production processes or distribution channels.

Environmental issues are also analyzed under PESTEL since they can have significant implications on businesses’ reputations and long-term sustainability goals.

Portars Model of Business Forces & Environmental Scanning.

Porter’s Model of Business Forces and Environmental Scanning are two key concepts that underpin contemporary strategic management. The model was developed by Michael Porter in the 1980s and has become a cornerstone of modern business strategy. It provides businesses with a framework for analyzing their industry, identifying key competitors, and understanding the underlying economic forces that shape their market.

Environmental scanning is another important aspect of strategic management. This involves monitoring the external environment in which a business operates to identify potential opportunities and threats. By understanding trends in the wider economy, changes in consumer behavior or preferences, political developments or other factors that may impact upon their operations, businesses can adjust their strategies accordingly to stay ahead of the curve.

Together, these two concepts allow businesses to develop a more comprehensive view of their competitive landscape and adapt quickly to changes in the market.

Competitive Advantage, Bench Marking Strategy.

Companies need to find ways to gain a competitive advantage over their rivals. One effective way of achieving this is by implementing a benchmarking strategy in your strategic management process. Benchmarking is the process of comparing your company’s performance against those of your competitors or industry peers.

The aim of benchmarking is to identify areas where you’re lagging behind and then implement improvements that will help close the gap. This can involve looking at processes, products or even customer service practices. By doing so, you’ll not only improve your company’s performance but also increase its competitiveness in the market.

Another benefit of benchmarking is that it can help foster innovation within your organization. When you compare yourself against others in the industry, you’re likely to identify new ideas and best practices that can be adopted within your own operations.

BCG Matrix Analysis.

The Boston Consulting Group (BCG) matrix is a widely used tool in contemporary strategic management. It is a framework that helps organizations evaluate their business units based on two dimensions: market share and market growth rate. The matrix classifies products or services into four categories: stars, cash cows, question marks, and dogs.

Stars are products or services with high market shares and high market growth rates. They have the potential to generate significant revenue and profit for the organization. Cash cows are products or services with high market shares but low growth rates.

They generate steady cash flow but require minimal investment. Question marks are products or services with low market shares but high growth rates. They have the potential to become stars if they receive sufficient investment. Dogs are products or services with low market shares and low growth rates. They should be reevaluated to determine whether they should be divested.

SIX SIGMA- Meaning, Process & its Needs.

Six Sigma is a popular concept in the business world that aims to improve organizational efficiency and reduce defects. It is a data-driven approach that helps companies achieve their strategic goals while keeping quality at the forefront. The term “Six Sigma” refers to the statistical representation of having less than 3.4 defects per million opportunities, which means that the organization strives for near-perfection in its processes.

The Six Sigma process involves several phases, including Define, Measure, Analyze, Improve and Control (DMAIC). In this process, organizations identify problem areas and collect data to measure their performance against established benchmarks.

Then they analyze this data to identify root causes of problems before implementing solutions to rectify them. Finally, they control these processes by ensuring continuous monitoring and improvement.

MBO Strategy & TQM.

MBO (Management by Objectives) and TQM (Total Quality Management) have emerged as two of the most effective strategies in contemporary strategic management. Both these approaches offer a practical framework for organizations to achieve their long-term goals while ensuring quality standards. MBO focuses on setting specific goals and objectives, assigning responsibilities, and tracking progress towards achieving them. On the other hand, TQM emphasizes continuous improvement, customer satisfaction, and employee involvement.

The MBO strategy is based on the principle that employees perform better when they know what is expected of them. By setting clear objectives and performance standards, managers can ensure that everyone in the organization is aligned with its vision and mission.

Additionally, it provides a basis for measuring progress towards achieving organizational goals which helps managers track performance, evaluate results, and make necessary adjustments to improve productivity or efficiency.

Strategy Implementation, Business Re engineerin.

Strategy implementation and business reengineering are two critical components of contemporary strategic management. They are essentially the building blocks that underpin a company’s ability to adapt, evolve, and stay ahead of the competition. When executed effectively, these strategies can help businesses achieve their long-term goals while remaining agile and responsive to changing market conditions.

To implement a successful strategy, managers must first have a clear understanding of their organization’s strengths, weaknesses, opportunities, and threats. This requires conducting an objective SWOT analysis as well as gathering input from key stakeholders such as employees, customers, suppliers, and competitors. Once this information has been gathered and analyzed, managers can begin developing specific action plans to address any gaps or challenges identified in the analysis.

Business reengineering is another important aspect of contemporary strategic management. It involves taking a holistic approach to assessing an organization’s systems and processes in order to identify areas for improvement.

Strategy Evaluation & Strategy Control.

Strategy evaluation and control are essential components of contemporary strategic management. These processes involve assessing the effectiveness of a company’s strategy and making necessary adjustments to ensure that goals are achieved. Without proper evaluation and control, a company’s strategy can become outdated or ineffective, leading to poor performance in the market.

In evaluating strategies, companies must consider various factors such as changes in the market environment, technological advancements, competitor actions, and customer preferences. This requires constant monitoring and analysis of internal and external factors that may affect the success of a strategy. Through this process, an organization can identify gaps in its current strategy and refine it accordingly to improve its chances of success.

Strategy control involves implementing measures to ensure that strategies are being executed effectively. This includes setting up performance metrics for tracking progress towards objectives, providing feedback on performance, and taking corrective action where necessary.

Tripple Bottom & Value Chain Analysis.

In contemporary strategic management, the Triple Bottom Line (TBL) and Value Chain Analysis (VCA) have become crucial tools for businesses to measure their impact on society and the environment. The TBL is a framework that measures a company’s success not only by financial gains but also by its social and environmental contributions. It helps organizations to align their activities with sustainability goals, resulting in long-term growth and profitability.

On the other hand, VCA is an approach that analyzes a company’s internal operations from production to distribution, identifying areas where value can be added or costs minimized.

The analysis helps in identifying inefficiencies in a company’s processes and supply chain, making it possible for them to optimize resource use while minimizing waste. By reducing inefficiencies through VCA, companies can achieve cost savings while producing products at lower prices for consumers.

In conclusion,contemporary strategic management is essential for the successful implementation of any business strategy. It is a complex and dynamic process, involving the alignment of objectives, resources, and activities.

Business leaders must balance short-term goals with longer-term plans while taking into account external factors such as market trends and economic conditions. Successful contemporary strategic management depends on clear communication and collaboration between stakeholders to ensure that all individuals are working towards the same goals.

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