Chapter 16 The practice of strategy (strategy in action)16.1Introduction:This chapter is about what people do inside the process. Aim= examine the practicalities of strategy making for top managers, strategy consultants and lower managers. Chapter has three sections:The strategists: The chapter starts by looking at the various people involved in making strategy (strategy is not made just by top management) Strategising activities: considering the kinds of work and activity that strategists carry out in their strategy-making. (analysis, realties of strategic decision making…)Strategising methodologies: some of the standard methodologies that managers use to carry out their strategising activities (Workshops, strategy project..)* It is the strategists who drive both the strategising activity and the strategy methodologies that are at the base of the pyramid16.2 The strategistssection introduces the different types of people potentially involved in strategy16.2.1 Top Managers and directors
To management is separated form operational responsibilities, focus on strategy (If they get involved, it could be that they represent interests of business unit instead of hole organization) Different roles are played by different board members. -The Chief executive officer (CEO): often seen as the ‘chief strategist’, ultimately responsible for all strategic decisions. Porter stresses value of leader which set approach what fits and what does not fit the overall strategy. CEO is accountable for success or failure (strategy).Two dangers: First,excessive personalization (setbacks change CEO), Second,if successful over confidet-Top management team(CSO): often CEO shares responsibility for strategy, they can bring experience and insights. In practice top management is often constrained: first, manager often carry operational responsibilities that influences their thinking. Second, may lack the independence for real challenge (appointed by CEO). Third, often group thinking (avoid conflict or new question)-Non-executive director: no executive management responsibility within the organisation, and so in theory should be able to offer an external and objective view on strategy. y can be very valuable in providing knowledge and contacts about markets and business opportunitiesand independent thinking. 16.2.2 Strategic Planners (strategy directors)those with a formal responsibility for coordinating the strategy process. Mostly in large companies. Strategic planners do not take strategic decisions themselves. However, they typically have at least three important tasks:-Information and analysis:Strategic planners have the time, skills and resources to provide information and analysis for key decision-makers. Good information= better prepared to respond quickly-Managers of the strategy process: Strategic planners can assist and guide other managers through their strategic planning cycles. involve acting as a bridge between the corporate center and the businesses by clarifying corporate expectations and guidelines.