Strategy Driven Organizational Performance and Change
Generally, strategy refers to how - means by which - a given objective will be achieved. Strategy in the general sense is concerned with the relationships between ends and means; that is, between the results we seek and the resources at our disposal. Strategy is concerned with formulating and then carrying out courses of action intended to attain particular objectives by mobilizing organization's resources - deploying the resources at the organization's disposal. Tactics is concerned with formulating and then carrying out courses of action intended to attain particular objectives by employing (utilizing) the mobilized and deployed resources deployed from implementing the strategy.
Strategy as Layered Concept or Types
The term "strategy" is an overloaded and varied concept; essentially, when people use the word “strategy” in a business setting, they are expressing concerns/interest in one of a layered concept that exists at least three (3) levels such as corporate strategy, business and competitive strategy, and functional strategy.
The term "strategy" is an overloaded in everyday business conversations, because most people including professional practitioners do not bother to explicitly establish their point of view into what is essentially a layered concept that exists at least three (3) levels such as corporate strategy, business and competitive strategy, and functional strategy. Essentially, business strategy enacts corporate strategy and defines how the business and its members should evolve in order to achieve long-term success.
The concept of viewpoint is a device that helps in developing a robust and successful strategy by enabling approaches to highlighting problems that would undermine an intended strategy at implementation and execution. The viewpoints or approaches as proposed by Mintzburg include:
Decision makers or managers start with a given perspective, conclude that it calls for a certain position, and sets about achieving it by way of a carefully crafted plan. Over time things change; a pattern of decisions and actions marks movement from starting point to destination end-point (goal). This pattern of decisions and actions is called "realized pattern" or "emergent" strategy. The actual strategy of an organization is the combination of the executed parts of deliberate strategy and emergent strategy.
Roles/Functions of strategy
Strategy in a business organization is about how the organization seeks to survive and prosper within its environment over the long-term. Strategy provides an organization with an offensive device to compete against competitors and guides their actions when faced with a range of choices. Strategy plays a number/variety of roles in organization's success, including:
Strategy is a significant determinant on a company's success or failure, in addition to the significance of competence of its managerial leadership.
I am a computer scientist interested in modeling complex business systems, and strategic management processes to drive analysis and evaluation of strategic decision making and decisions. Specifically, I am interested in the use of modeling to improve organization managers shared understanding of strategy and its influence of organizational behavior and change. And how this understanding informs management's decisions and actions in effectively managing strategy formulation, implementation and execution,