AKADMS_4910_-_Individual_Assignment

AKADMS_4910_-_Individual_Assignment - Strategic Management...

Info icon This preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Strategic Management Formality Mintzberg’s three planning modes that indicate formality are exhibited quite clearly by CQUAY and its predecessor. The first stage, the entrepreneurial mode, occurred in the first several years of the predecessor’s operation. With only a handful of products and related services, the emphasis was on creating new opportunities and growth, as seen by their actions to proceed with the development of an address and mapping information management technology platform. The planning mode was exhibited during the first year or so of CQUAY’s founding. This is evidenced by their seeking out of opportunities, especially by establishing collaborative marketing relationships with related companies. The adaptive mode is currently characterized by CQUAY, as they are focusing on the goal of selling the company (which they feel is an immediate problem) and all the related strategic policies that must be taken to support this, specifically keeping the company flexible. Income and growth have taken a back seat to this. Additionally, we see that strategy evaluation and identification does not change much, as it has been kept the same since early 2003. Through the planning modes, one can understand the case better as we see that CQUAY management were initially never concerned about possible future problems and focused in on the present. For (largely unspecified) reasons known to management, the viability of the company was later called into question and an immediate strategic plan needed to be put in action. It becomes clear that planning for future economic outcomes, both from the firm itself and from its environment, needs to predicted over a wide range of values (especially in fast-paced computer industries such as software development, data management, etc.) so as to not be caught unexpected when the most commonly-held planning assumption does not occur. Approaches to strategic control such as validating strategic assumptions and a periodic strategy review as well as halting single-point projections would greatly help with respect to this.
Image of page 1

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

View Full Document Right Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern