The life of a business depends on your ability to formulate and execute a good strategy. The ability to make these needs not only good strategy and good execution, but you need to defeat or against the strategy and execution abilities of your competitors. If this is not sufficient, it must be done in a changing market and technology. In "The Strategy Paradox" Michael Raynor drove this point with Sony as an example. Both the Betamax and Discman weresupported by an excellent strategy, but during the life cycle of product development, there have been advances in technology, competition and demand in the market that Sony is not adequate to determine to evaluate and address.
The prevailing philosophy says that winning teams do not change their strategy in the locker room at halftime, regardless of the score. The same philosophy has guided the business, because the concept has taken possession of strategic planning. Strategy is not easy, norshould be slightly different. Confidence in your people and the process continues with the execution. Obviously we can and must make changes to the roles of support, if necessary. If your strategy is highly dependent on relationships to sell and your selling power is the order buyers who do not invalidate the strategy together, get rid of the old field or teach them to build relationships. These adjustments are not what we're talking about. What we're talking about is a big change instrategic direction as a result of important changes in the market.
Change Strategy
Satisfy customers, differentiate your products or services from those of your competitors will need your organization to formulate a strategy and are committed to the implementation of this strategy. The disadvantage of this pledge, that if you recognize a turning point of the game and try to respond to it, you'll find that the change may have negative consequences. They emphasize the 'Organization has caused a reaction that has left some of the best in your talent and not make any major change in strategic direction will not happen overnight lead, Can.
"The obligations of the most successful are those that are aligned with the circumstances of tomorrow and that is at best a difficult, but usually, an impossible challenge, because no one can predict the future. To make matters more complicated, often leading allocator of resources required to convince of the need to makeObligations and to express opinions on the services to be delivered to customers before the need clearly. In other words, how to develop a strategy and commitments, that is during the interval of uncertainty for the future, what it was before? "(" Strategic Management Framework Flexibility with Albrecht-law, "said Jim Rabon, Paladin Associates LLC)
So if this is inadequate and the future is as thin as a company responsible for job creation and implement a successful strategy?
StrategicallyFlexibility
As hard as it can be for small businesses, need to appoint strategic flexibility. This begins with the name of someone or a group responsible for monitoring the developments in these areas and / or competitors with the opportunity to make a market force. With this knowledge, they can develop strategies to reduce risk, prioritize opportunities and plan their strategic response. The framework for strategic flexibility (as in "The Strategy Paradox" included) is composed of fourSteps that a company's ability to increase control under increased uncertainty, to achieve the desired results, you can be on a level of risk they are.
The four phases are:
1 Anticipate: build scenarios of the future.
2 Formulate: create optimal strategies for each of these futures.
They accumulate 3: to determine what strategic options are required.
4 Work: Managing the portfolio of options.
This framework does not produce "right" answers, is the organizationResults of your analysis so that the right questions and check the appropriate decisions.
Randomness, probability and "The Black Swan" (Nassim Taleb) will always be a force of unknown size.
The Framework Programme
The framework for strategic flexibility provides a formal process that can be used at all levels of an organization.
Anticipate. Creating a high probability, the image of great impact for the future. At the beginning of the process to determine the questions thatneed, such as time, competitive response, and what the market will be redesigned asked.
Make. Identify the best strategy for each of the scenarios. Elements of each strategy will be developed in two categories, those that were the core of the organization and those that must be acquired or developed, are divided. Fundamentals are a fallout of the strategic planning of the series, namely the company's business is it? Keep strong in the central areas is necessaryregardless of the direction future. Items to be developed or acquired, will be part of future spending decisions.
Accumulate. Create a portfolio of real options.
To operate. Expand Preserve, run, or give up options in the portfolio. This is a dynamic list and should be regularly reviewed and adjusted to match the dynamic world.
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