Essay on Critique Analysis of Crafting Strategy

‘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

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.

Mintzberg, H. Research . (1972) On strategy-making', Proceedings of the 32nd Annual Meeting of the Academyo f Management,N Minneapolis.

Mintzberg further states that the strategy-making process should include summarizing the data that the manager has acquired from all sources and then synthesizing that data into a vision of the path which the company should follow (Mintzberg, 1994). He continues his ideas by stating that “Planners should make their contribution around the strategy-making process rather than inside it” (Mintzberg, 1994, p. 108). He believes that the planner should not be the one creating the plan, but rather the one who supplies the needed analysis, or data, to the strategic thinkers. An analogy that comes to mind is in my previous job whereby the exceptions processing representatives were a type of advanced data entry representatives. Not only would they extrapolate the data received, but they were also required to forward it to the proper department for processing. They did not make any decision on how to use the data, but instead, directed that data to the group that

Consider as an example the autonomous strategy of FedEx to launch the overnight courier business. Not only was this action prescient, but the company has maintained this action. It only reacts to external stimulus with respect to lower-level strategy and tactical decisions. The overarching strategy of most firms is chosen with little consideration for external characteristics those merely shape the course of the strategy's implementation. Thus, to an extent all firms engage in autonomous strategy formulation, and those who are able to implement their strategy successfully are the firms that thrive.

reviewed. This is analysed by putting the article in to a wider debate about strategy, then

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).

Strategic planning involves making decisions about the organization’s long-term goals and strategies and how the organization decides to implement their goals (Bateman, Snell, Konopaske, pg. 113). Strategies help organizations to have a clear perspective on how to go about accomplishing the goals they have in place. All organizations have a clear vision of what their mission and purpose as a company is, they know how to fulfill the mission, vision, and purpose and they know how to ensure that they accomplish all their goals. However, the route the organization takes to define these things determines how effective they will be.

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.

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’.

Strategy can be defined as being different from one’s competitors, finding the race to operate and accomplished it. According to Michael Porter (1996), while becoming better at what you do is desirable, it will not benefit you in the long run because it is something other competitors can also do. Strategies for organizations are originally developed by Michael E. Porter in 1979 by introducing the five forces model. A company can identify the industry profitability and attractiveness by analyzing the five forces of Porter (Johnson et al., 2008). And then a reasonable strategy can be set up in line with the strengths and the weakness of an organization is able to create a plan for a stronger position for the organization within its

Mintzberg in ‘Crafting strategy’ promotes the idea that prescriptive strategy ‘misguides organisations that embrace it unreservedly.’[p66]. He pushes the idea that crafting strategy is a more effective representation of strategy. ‘Craft evokes traditional skills perfection through the mastery of detail....developed through experience and commitment.’[p66]. This is

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