Strategic for Competitive Advantage

Strategic for Competitive Advantage - Strategic for...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Strategic for Competitive Advantage Strategic Plan Paper Written by: VIP Professor: Dr. Thomas Wilson Strategic Plan Paper Organization Identification and A brief background of this organization, including its products/services and customers The International Space Station (ISS) incorporates many sub-systems that are connected via a multi- tiered, functionally redundant communications network based on military standard specification. Data routed through this network must be uniquely identified, addressed, and formatted for the information to be processed. To facilitate this, the ISS databases were created to provide a central reference for all sub- system data being transferred on the network. Figure 1: Boeing/NASA CT3 Team Overview What are the issues? At the Business Level manager faces a number of challenges and stakeholder alignments of the three levels of strategy in organizations: corporate, business unit, and functional in order to succeed. The team must clearly define group of customers. In this case they are NASA employees, astronauts, and the test users of different companies that use the tools to verify, validate, and certify computers and databases before sending to the space. 1. Distinguish between Strategy and Tactics The ideal strategic management team includes decision makers from all three company levels that are the corporate, business, and functional. These are the chief executive officer (CEO), the product managers, and the heads of functional areas (Figure 2: Three-Level Operation). In addition, the team obtains input from company planning staffs, when they exist, and from lower-level managers and supervisors. The latter provide data for strategic decision making and then implement strategies.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Figure 2: Three-Level Operation Because strategic decisions have a tremendous impact on a company and require large commitments of company resources, top managers must give final approval for strategic action. The following 5 conditions align levels of strategic decision makers with the kinds of objectives and strategies for which they are typically responsible. First, the “Nature and Value of Strategic Management”: Managing activities internal to the firm is only part of the modern the responsibilities of executive. The modern executive also must respond to the challenges posed by the firm's immediate and remote external environments. The immediate external environment includes competitors, suppliers, increasingly scarce resources, government agencies and their ever more numerous regulations, and customers whose preferences often shift inexplicably. The remote external environment comprises economic and social conditions, political priorities, and technological developments, all of which must be anticipated, monitored, assessed, and incorporated into the executive's decision making. (Pearce, 2004) Nature and Value of Strategic management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve the objectives of company as follows:
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/25/2010 for the course BUS 210 taught by Professor Scottrought during the Spring '08 term at University of Phoenix.

Page1 / 23

Strategic for Competitive Advantage - Strategic for...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online