enterprise over the time scale and time horizon to which it operates, and from which a choice may be made by strategic decision makers in order that mission and objectives may be achieved. Strategy formulation and strategic decision-making - these processes are used to establish enterprise mission, intent, objectives and strategy. These, in turn, will derive from the vision, values and interactions of the enterprise, its leaders and decision-makers, its managers, and its stakeholders. Strategy hierarchy - the process of strategy formulation and implementation takes place at three levels within the strategy hierarchy. These are the “strategic”, the “tactical”, and the “operational”. Strategy implementation - describes the process by which the chosen strategies of the enterprise are put into operation within the internal context and constraints of the people, the governance mechanisms, the structure, the resources, the capability, the limiting factors, and the culture of the organization; and within the context, values and constraints of the external, legislative and competitive environments. The implementation of strategic choice will in addition take place within the context of those people and organizations external to the enterprise but with whom it has some kind of operational, supply, trading or partnership relationship. The enterprise will have to decide how to formulate its plans and strategies, who is to be involved in governance and decision-making, and how to make decisions about the allocation of finance and resources that are required to put these strategies and plans into operation. Decision-makers will therefore have to know how to identify and describe the alternative courses of action, policies and paradigms that are likely to be available to the enterprise. They will also have to put into place criteria by which to judge whether these alternative courses of action, policies or paradigms are appropriate and feasible; whether they meet the requirements of critical success factors; and whether it will be worthwhile to put them into practice. Strategy process - describes the practice of establishing missions and intents, setting objectives, formulating and agreeing strategy, and making strategic decisions within the organization. Stretch - is defined by Hamel and Prahalad as the gap between the knowledge, resources, capability and competence currently available to the enterprise; and the aspirations of the enterprise as defined by its mission, objectives and strategic intent. The degree of desired stretch will be indicated by the degree to which enterprise decision-makers want the organization to be more creative, inventive and resourceful in the way that it carries out its activities. Stretch objectives are deliberately intended to

DOI link for enterprise over the time scale and time horizon to which it operates, and from which a choice may be made by strategic decision makers in order that mission and objectives may be achieved. Strategy formulation and strategic decision-making - these processes are used to establish enterprise mission, intent, objectives and strategy. These, in turn, will derive from the vision, values and interactions of the enterprise, its leaders and decision-makers, its managers, and its stakeholders. Strategy hierarchy - the process of strategy formulation and implementation takes place at three levels within the strategy hierarchy. These are the “strategic”, the “tactical”, and the “operational”. Strategy implementation - describes the process by which the chosen strategies of the enterprise are put into operation within the internal context and constraints of the people, the governance mechanisms, the structure, the resources, the capability, the limiting factors, and the culture of the organization; and within the context, values and constraints of the external, legislative and competitive environments. The implementation of strategic choice will in addition take place within the context of those people and organizations external to the enterprise but with whom it has some kind of operational, supply, trading or partnership relationship. The enterprise will have to decide how to formulate its plans and strategies, who is to be involved in governance and decision-making, and how to make decisions about the allocation of finance and resources that are required to put these strategies and plans into operation. Decision-makers will therefore have to know how to identify and describe the alternative courses of action, policies and paradigms that are likely to be available to the enterprise. They will also have to put into place criteria by which to judge whether these alternative courses of action, policies or paradigms are appropriate and feasible; whether they meet the requirements of critical success factors; and whether it will be worthwhile to put them into practice. Strategy process - describes the practice of establishing missions and intents, setting objectives, formulating and agreeing strategy, and making strategic decisions within the organization. Stretch - is defined by Hamel and Prahalad as the gap between the knowledge, resources, capability and competence currently available to the enterprise; and the aspirations of the enterprise as defined by its mission, objectives and strategic intent. The degree of desired stretch will be indicated by the degree to which enterprise decision-makers want the organization to be more creative, inventive and resourceful in the way that it carries out its activities. Stretch objectives are deliberately intended to

enterprise over the time scale and time horizon to which it operates, and from which a choice may be made by strategic decision makers in order that mission and objectives may be achieved. Strategy formulation and strategic decision-making - these processes are used to establish enterprise mission, intent, objectives and strategy. These, in turn, will derive from the vision, values and interactions of the enterprise, its leaders and decision-makers, its managers, and its stakeholders. Strategy hierarchy - the process of strategy formulation and implementation takes place at three levels within the strategy hierarchy. These are the “strategic”, the “tactical”, and the “operational”. Strategy implementation - describes the process by which the chosen strategies of the enterprise are put into operation within the internal context and constraints of the people, the governance mechanisms, the structure, the resources, the capability, the limiting factors, and the culture of the organization; and within the context, values and constraints of the external, legislative and competitive environments. The implementation of strategic choice will in addition take place within the context of those people and organizations external to the enterprise but with whom it has some kind of operational, supply, trading or partnership relationship. The enterprise will have to decide how to formulate its plans and strategies, who is to be involved in governance and decision-making, and how to make decisions about the allocation of finance and resources that are required to put these strategies and plans into operation. Decision-makers will therefore have to know how to identify and describe the alternative courses of action, policies and paradigms that are likely to be available to the enterprise. They will also have to put into place criteria by which to judge whether these alternative courses of action, policies or paradigms are appropriate and feasible; whether they meet the requirements of critical success factors; and whether it will be worthwhile to put them into practice. Strategy process - describes the practice of establishing missions and intents, setting objectives, formulating and agreeing strategy, and making strategic decisions within the organization. Stretch - is defined by Hamel and Prahalad as the gap between the knowledge, resources, capability and competence currently available to the enterprise; and the aspirations of the enterprise as defined by its mission, objectives and strategic intent. The degree of desired stretch will be indicated by the degree to which enterprise decision-makers want the organization to be more creative, inventive and resourceful in the way that it carries out its activities. Stretch objectives are deliberately intended to book