Managing Strategic Change Aegon

‘Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through it’

According to Mantere (2013) organizational strategy exhibits a division of linguistic labour, where responsibility for key concepts is assigned to particular individuals or organizational functions. Such linguistic experts oversee the proper use and maintenance of strategy language. The language-based view helps to understand linkages between institutional, network, organizational, and micro level views on strategy. It also problematizes widely held intuitions regarding the relationship between strategy and organizational outcomes. When both of them are executed well an organization will achieve best possible outcome. In business, the Structure follows strategy, which means that a corporate structure is created in order to implement a given corporate strategy. For example in the middle of operational and choice making levels numerous layers makes it difficult to see the week signs identifying with business sector opportunities and dangers which brings about wrong

Chandler (1977) believes strategy is about using the necessary recourses so the organizations are able to carry out their long-term goals and aims. Which relates to Johnson (1987, pp. 4-5) who states, “Strategic decisions occur at many levels of managerial activity and will be concerned with the long-term direction”.

Analyse what you perceive to be the key demographic features of British society and its implications to businesses

2. How Porter's Five Forces of Competition impact the company Porter set out his famous Five Forces model in chapter 1 of his 1980 Competitive Strategy: Techniques for Analyzing Industries and Competitors, which has now become the dominant paradigm for the "Structural Analysis of Industries." The model places supply chain forces on the horizontal access and market structure vertically above and below industry competition, which they all point to as the center of potential profitability (Hitt, Ireland and Hoskisson,

According to Meyer, (2010), strategy is the action that company can take to achieve its desired goals. When it comes to a company, thinking can be said to be either long-term or short-term. When translated into action, it is what is called operations or projects. However there are differences between operations and

As we have seen strategies will provide to organizations a unique position in the market, making hard to our competitors to copy the competences achieved by those strategies differentiating us from them. Strategies also help organization to achieve the objectives in the long-term, focusing in not losing the core business, but what happen when the long term strategies are not supported by an action plan? What happen when the objectives are set without considering the resources and skills which the company will need to achieve them?

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

An organisation’s strategy plays an important role of providing direction of where company wants to be and how best to allocate the company’s resources to meet its objectives. The formulation of business strategies has evolved over the years and has been made more difficult in recent by the uncertain operating environments and global financial crises.

The Porter Five forces analysis is a structure for business management developed by Michael Porter in 1979. It uses concepts developed in Industrial Organization economics to derive five forces that determine the attractiveness of a market. Porter referred to these forces as the microenvironment, to contrast it with the more general term microenvironment. They consist of those forces close to a company that affect its ability to serve its customers and make a profit. This concept involves a relationship between competitors within an industry, potential competitors, suppliers, buyers and alternative solutions to the problem being addressed. A change in any of the forces normally requires a company to re-assess the marketplace.

* Strategy exists in the mind of the leader in the form of a vision of the organization’s future.

Changing circumstances and ongoing management efforts to improve the strategy cause a company 's strategy to evolve over time—a condition that makes the task of crafting a strategy a work in progress,

Competition: As time goes on firms drop out until no one is producing the product.

Johnson, Wittington, Scholes, Angwin and Regnér (2014, p. 3) defines strategy as ‘the long-term direction of an organisation’.

A strategy, according to Robbins and Barnwell (2002, p. 139) is “the adoption of courses of action and the allocation of resources necessary to achieve the organisation’s goals”.