ABSTRACT
In Chapter 4, we will describe the role of strategy in the organizational system. It is important to note from the outset that the emphasis in this book will be on the strategy processes, as opposed to the thinking of strategy. Many esteemed authors write about the most recent strategic initiatives and debate their merits. Currently, this includes topics such as agility, the lean enterprise, new business models, innovation, collaboration, digitalization and discontinuity theory. On the other hand, the literature, and resulting knowledge, of the processes of strategy have tended to be either ignored or treated very superficially.
We will begin by detailing the ways that the strategy creation process contributes to the success of the organizational system. The reader will see that the output from the strategy creation process is a shared set of corporate, long-term, results, i.e., goals that employees can identify with, and that serve as the desired destination for the organizational system. We will also draw upon the author’s unique, practical experience with a number of strategy tools that bring people and groups together to enable clear strategic choices about the desired organizational results and the best means to achieve them.
