Autonomous vs. Induced Strategic Action

There has been a large amount of research into what strategy is, since Michael Porter’s perennial work in the 1980s. Studies done on the execution of strategy have been far less numerous. However, there is one major understanding about the execution of strategy. The execution of strategy is a vital part of success in business. A summary of many myths surrounding various strategic executions will be outlined, along with their subsequent analyses.

In summary, what distinguishes premeditated learning from all other kinds of business planning? In a word, “competition” and the advantages to having a plan. Think of it this way, without competitors there would be no need for a strategy. Additionally, strategies are used to alter a company’s strengths to that of its competitors in the best way possible. On the other hand, even with the best of plans, there are always unforeseen challenges. The author is challenges the reader to be innovative when assessing how to handle situations within your organization. It is through individual factors, formulated models and work experiences that they felt the reader would have a better understanding of business strategies. Last, the only constant in life is change and in order to be a competitive company you have grow with the times.

Cadotte, Ernest R. & Bruce, Harry J. (2003). The Management of Strategy in the Marketplace.

Strategy formulation are decisions made by a company reading investments, commitments and other operation that create and sustain a competitive advantage (Dess, McNamara, & Eisner, 2016, p. 14). Strategy formulation has several levels. The levels are the business-level, the corporate-level, internal strategy and effective entrepreneurial initiatives strategy. The business-level strategy focuses on how to compete in the industry to attain competitive advantage. The corporate-level strategy focuses on what business to compete in and how to achieve synergy (Dess, McNamara, & Eisner, 2016, p. 14). StilSim Personal’s current line of business consists of permanent placement employees. Most placements consist of low level staff

For a goal-oriented person, a strategic plan can set direction and serves as a template for consistent decision making that moves the organization toward its envisioned future (Zuckerman, 2013). On the other hand, Zuckerman (2013), poses a different perspective that states that strategic planning may not be strategic after all, becomes as I explained before, it can become a checklist technique that lacks innovative practices. However, the outcome of the strategic planning process relates further to the mission and vision of those who are developing the strategies than in the planning within itself. Therefore, the reality is that strategic planning can be as straightforward and complex as an organization wants it to be. Therefore, if an organization envisions growth, the proposal needs to provoke that, and if a team is only planning to organize itself; then, the plan can be subtler. Therefore, organization can review plans as often as yearly and can last as long as five

In the article Mintzberg (1984, pp. 66) argues that companies are incorrectly planning strategy through rationale control, the analysis of competitors and markets, and of companies strengths and weaknesses, and combining all of this information to create their “full-blown strategies”. Inkpen & Choudhury (1995) believed that organisations that relied on strict set routines and focused on consistency would then be unable to become innovative and be able to experiment.

Strategy formulation has been acknowledged as one of the most crucial factors of ensuring the long-term growth of the business. However, the manner in which strategy is formulated, and most importantly, the nature of the strategy chosen for the company determines its future position in the marketplace (Grant, 2005).

In a nutshell therefore, the corporate-level strategy would make decisions regarding strategic alliances, diversification, resource allocation, acquisition, and new business ventures formulation (Thomas, n.d).

An intended strategy approach suggests it is fixated on a specific outcome which may reduce the rigidity of an organization but it does ensure focus is kept. It is argued that an organization is more likely to succeed through these stricter

Alfred Chandler(1963) defines strategy as ‘ the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals’. And Michael porter(1996) sees it as ‘Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value’.

* In entrepreneurial school of thought the strategy making is formulated by a single person i.e. the CEO, so it may neglects the voice of other people in the organization.

‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004), “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully. Strategy formation may take various forms such as implicit, explicit or emergent. Implicit strategy is a strategy formed by intuitions of an individual. As per implicit strategists, strategic management is about reading the environment

For example any planning undertaken by Ryanair for new routes or planes would follow the prescriptive model as the objective would have been defined beforehand and elements such as finance will have had to have been agreed before any purchasing goes ahead. On the other hand emergent strategies may be in place for things like training and development where elements can be discovered along the way for example if an issue arose where staff needed more health and safety training then the training programme could be redirected. Ryanair, as already stated, follows neither strategic approach religiously and possesses a strategy unique to their organisation, which has identified their needs and objectives. However their approach to strategic management isn’t unique in itself as the majority of organisations will tailor strategies to suit their business’ own individuality.

In the domain of management, strategic management encompasses identification together with definition of strategies. Usually, managers employ these strategies to strive for high performance as well as competitive advantage for a business establishment. In this respect, strategic management draws higher profitability if well planned and executed. In addition to that, it includes decisions as well as acts managers set about, and which determines the outcome of the organization’s performance. Incisively, a science is whatever skill that manifests detailed use of facts for a particular purpose. Subsequently, art is clearly characterized as the skill critical for any human tasks. Not only is strategic management a behavioral science,

Traditionally, strategic decisions were thought of as "big decisions" made by general managers. However, big strategic decisions may not be the only source of competitive