Reference no: EM133169026

BUSI48902 Contexts of Management

Activity

1. What do you understand by strategy and international strategy?

2. Identify key elements of a successful international strategy

What does the website tell you about the nature of strategy consulting work? Would you be interested in such work?

Is strategic planning fundamental for superior performance?

Concern with this question owes to
Historical root of strategic thinking: it evolved out of budgetary planning
Human aspiration to have at least partial control on their outcomes

How is the question posed today
Evidence that detailed planning is often not necessary to performance
Indications that some form of planning may be beneficial
What things need to be planned (e.g., actions vs. resources)
When is planning most necessary (e.g. in nascent firms vs. mature firms)
Links between planning and other aspects of the strategic process (e.g., implementation)

How the debate continues today:
What does it mean to act rationally when goals ambiguous (e.g. universities)?
How do you design a flexible and adaptive organization?
How do you orient your organization to new business, when the current ones have exhausted their possibilities (e.g., intrapreneurship)

Case questions

Q1: What precisely makes the development of Subway's strategy both prescriptive and emergent?

Q2: is it possible for a company to start with an emergent strategy and then develop a prescriptive strategy?

Q3: Can a company continue with emergent strategies beyond its early years? Should a company continue with such emergent strategies as it continues to grow?