Strategy is the direction and scope of an organization over the long term, which achieves advantage in changing situations through its conﬁguration of resources and competences with the aim of fulﬁlling stakeholder expectations. It is a product of creativity and trustworthiness springing from attributes like Strategic Thinking, Strategy Planning, Business Model, Systematic Thinking, Analysis, and Synthesis among others.
Business Strategy can be classified in two ways: by stage of development, and by target reader. Under the stage of development, there are generally two ways to divide the planning style: start-up plans and plans for ongoing businesses. Under the target reader there are also two ways to look at the plan an inside reader and an outside reader (ref.); summarized in figure-1.
Figure-1: Strategic management
Figure-1 shows different types of strategies being identified differently in business market, however they have the same elements in achieving them as defined here.
Business-Plan is a comprehensive, written description of the business enterprise. It is a detailed report on a company's products or services, production techniques, markets and clients, marketing strategy, human resources, organization, requirements in respect of infrastructure and supplies, financing requirements, and sources and uses of funds (ref.). However, business plan can take the form of the four strategic management types shown in figure-1, which are plans not thoughts. In the current business dynamic nature, usually strategic plans takes years to be implemented due to infrastructural lead times, emergencies interfearing with the plan etc. For this reasons flexible organiniazations are managing in tune to the shifting trends controlled by R&D procedures, if not flexible enough the company liqudates, or just keeps on (surviving). Being flexible, an organization needs to implement strategic-thinking before fixing the strategic-plan; this is new introduction thinking to business coping with the fast business environments which involves a continuous strategizing before and after the strategic-plan. If the system cannot allow ammendment of the strategic-plan during implementation, then it is a Closed Strategic Model, otherwise it is an Open Strategic Model. On the big-picture view of strategizing, there is Strategic Management defined as any management action taken to realize a strategy, in particular to realize the vision which results from creative strategic thinking. Having categorized strategic models, within Strategic Management there are various terms as identified here. Strategic Thinking involves the integration of several types of mental skills and techniques, as well as certain habits and attitudes, in the context of deﬁning the problem to be solved from an initially ambiguous sea of unconnected data, and then solving it. There is an element of risk in strategic problem solving because complexity causes uncertainty (ref.).
Language semantics are critical in solving problems, to clear confusions about thinking we define “Systematic Thinking is thinking methodically, Systems Thinking is thinking about how things interact with one another; Systemic Thinking is a simple technique for finding system-wide focus. Analytical thinking – is thinking about the parts or elements of a situation, while, synthetical thinking: – is thinking about how those parts or elements work together”. Meanwhile, “Systemic thinking comprises of analytical thinking and synthetical-thinking together”. In addition, Synthetical thinking are finding their interconnecting “jigsaw” patterns across a system or situation i.e. finding a common theme; while analytical thinking is more focused on identifying differences than similarities - selects and focuses on the most attractive or promising element (ref.). Strategic Thinking involves Business Models which is refers to the logic of the ﬁrm, the way it operates and how it creates value for its stakeholders (ref.).
Strategy is very important in business encompassing thinking process, its treatment is detailed in our e-book Seven-Links to Success downloaded from here, and can be improved from products in the form of CDs, e-books and more from All Products page
Leadership enterprise thinking involves two EDTs (Enterprise Decision Thinking) namely Synergy Enterprise Decision-Thinking (Synergy EDT), and Strategy Enterprise Decision-Thinking (Synergy EDT).
Strategy Enterprise Decision-Thinking (Strategy EDT) is the strategy pursued when a business is currently operating in a Vicious-Cycle, but aspiring transformation into Virtuous-Cycle. Leaders have to realign its conduct to the current Paradigm (some literatures call it Positioning Strategy). On this strategy the seven-links are not integrated and are not supporting each other, such that leadership has to re-engineer the business starting from Self-development theme, synergy theme and the business theme. The second, task is to connect these themes by emotional-innovation, process innovation, and functional innovation - see R&D Link.
Synergy Enterprise Decision-Thinking (Synergy EDT) is the strategy pursued when a business is currently operating in a Virtuous-Cycle, but aspiring to shine into a profitable competition. Leaders have to invest in innovating synergies so that competitive advantage is gained, preferably in process-innovation and functional innovation – see R&D Link. On this strategy the seven-links are already strong and supporting each other, such that leadership is concerned on competing for dominance.
EDT is very important big-picture decision-making tool in business, as it defines a business path both in short and long therms, its treatment is detailed in our e-book Seven-Links to Success downloaded from here and regulated from best products by clicking the banner below: