Definition[ edit ] Strategic management processes and activities Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company's top management on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization competes.
This post is the result of a fascinating discussion with an IT Executive on the subject of Strategic versus Tactical responsibilities for different roles.
While the subject center is IT, the ratios described herein apply to any type of company that I can think of. It varies by role.
The ratio does vary by role but in ways you might not suspect. Understanding the ratio and applying it will help build a top flight IT organization or any organization.
For some time now I have recognized that some folks, particularly some executives have a black-is-black-white-is-white point of view when it comes to strategic and tactical responsibilities and skills. All of which came into sharp focus during my aforementioned fascinating conversation.
I knew at once that this executive had either forgotten, or never knew, about the strategic-tactical ratio and how it can and must flex depending on the situations the individuals in each role are facing; particularly true for managers.
The Strategic-Tactical Ratio Diagram Before we begin the discussion allow me to present the following graphic as, sometimes, pictures are indeed worth a thousand words. Perhaps, when they see it in picture form they will.
Click on image to enlarge So. Do these ratios seem about right to you? Or are you not quite sure. Maybe you have run into situations where there are wild perhaps even psychotic swings in them ex: How did I come up with these?
You might be surprised at their accuracy. And that at the bottom of the Right Side are the junior role, the team members just getting started in their careers?
And that is as it should be. Going tactical means getting ones hands dirty, getting grease and grime under ones fingernails.
Anyone in an organization, no matter what their position, who is not willing to do so, is not worth much to the organization. As a rule, the position above should know how to do the tasks, should know how to take on the responsibilities of the positions one level below; preferably more than one.
Take a closer look at the top of the left side, the Strategic Side. Starting out as an engineer he literally worked his way up from the oil fields and so knew the oil business. To make a point of it, this graphic holds true, consistently true, for all levels on the left.
Management Hint If you find you have someone in the executive stack who is constantly more tactical, going down too far too often … without good reason … you have a problem.
Each level has their reason for existence. Here, the primary focus of the majority of the roles must be Tactical. With one exception, sleeves are as a general rule always rolled up and only turned down on occasion. The more junior the position the more the cuffs are up, the dirtier the hands and nails should be — figuratively speaking.
Except not always figuratively. You want to build an IT organization that is successful be willing to get sweaty. You need them to obtain knowledge of the areas outside their own immediate zone of responsibility, to obtain a breadth of experience.
This is a good thing for you and them to work on. You can and should mentor them, you can and should be willing to listen to them and entertain their ideas.
Be leery of taking action on their latest strategic brainstorm as these rarely have taken into account all of the data, all of the points of view, all of the stakeholders, all of the possible outcomes including potential unintended consequences.
The lesson is that if you have a junior person to pick on newbies for a moment in a junior role who is consistently trying to go strategic on you, rather than staying tactical and doing their job … you have a problem.Strategic thinking is defined as a mental or thinking process applied by an individual in the context of achieving success in a game or other endeavor.
As a cognitive activity, it produces thought.. When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create.
STRATEGY, STRATEGIC MANAGEMENT, STRATEGIC PLANNING AND STRATEGIC THINKING Fred Nickols. STRATEGY, STRATEGIC PLANNING, STRATEGIC THINKING, STRATEGIC MANAGEMENT accepted definition of strategy; only different views and opinions offered by dif-ferent writers working different agendas.
Liliya Lyubman, Professor / Trainer in Strategic Management and E-Commerce Answered Apr 26, · Author has 84 answers and k answer views To get a good overall idea of what’s involved in developing strategic thinking skills in business, you can watch .
Organizational fit suggests that for an organization to perform effectively, its business strategy must be aligned with its environment, its organizational capabilities with its strategy, its organizational design and culture with its capabilities, and its leadership behavior with its organization design.
Strategic Suppliers vs. Preferred Suppliers Strategic, as defined by Merriam-Webster, means “of great importance within an integrated whole or to a planned effect”. In the same respect, preferred means “to like better or best or to give priority to.”.
Understanding that the Strategic-Tactical Ratio is dynamic with an approximate workable range for each class of positions can go a long ways towards improving the success level of an (IT) organization.