TITLE

Are you sure you have a strategy?

AUTHOR(S)
Hambrick, Donald C.; Fredrickson, James W.
PUB. DATE
November 2005
SOURCE
Academy of Management Executive;Nov2005, Vol. 19 Issue 4, p51
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
After more than 30 years of hard thinking about strategy, consultants and scholars have provided an abundance of frameworks for analyzing strategic situations. Missing, however, has been any guidance as to what the product of these tools should be--or what actually constitutes a strategy. Strategy has become a catchall term used to mean whatever one wants it to mean. Executives now talk about their "service strategy," their "branding strategy," their "acquisition strategy," or whatever kind of strategy that is on their mind at a particular moment. But strategists--whether they are CEOs of established firms, division presidents, or entrepreneurs--must have a strategy, an integrated, overarching concept of how the business will achieve its objectives. If a business must have a single, unified strategy, then it must necessarily have parts. What are those parts? We present a framework for strategy design, arguing that a strategy has five elements, providing answers to five questions--arenas: where will we be active? vehicles: how will we get there? differentiators: how will we win in the marketplace? staging: what will be our speed and sequence of moves? economic logic: how will we obtain our returns? Our article develops and illustrates these domains of choice, particularly emphasizing how essential it is that they form a unified whole.
ACCESSION #
19417907

Tags: STRATEGIC planning;  MANAGEMENT;  ORGANIZATIONAL effectiveness;  BUSINESS planning;  ORGANIZATIONAL goals;  STRATEGIC enterprise management;  MANAGEMENT science;  PROBLEM solving;  EXECUTIVES;  ORGANIZATIONAL behavior;  MANAGEMENT by objectives;  MANAGEMENT styles

 

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