When discussing strategy there are generally 3 different ways in which it can be looked at, known as the strategy lenses which classify a corporations strategy into 3 types; Design, Experience and Ideas.
A Design strategy is one which requires managers to be rational decision makers , each decision aiding the companies economic interests. This approach allows managers to assess complex decisions with the aid of analytical and evaluative tools, these types of organisation may look to Porters 5 forces, PESTEL, SWOT analysis and the Ansoff matrix for formulating strategy. This approach is often encouraged by stakeholders with a financial interest in the company such as banks, financial analysts, shareholders and employees. Managers may find that if they regard these financial stakeholders as the most influential they will be forced into developing a strategy which becomes more and more focused towards a Design lens style. This could possibly result in the loss of innovation within the organisation as the management become caught up in the use of analytical tools which should only be used to aid decisions not make them.
The Experience lens differs from Design as this approach leads to strategy developing from within and not just from the top management. This is due to the organisation taking advantage of individuals experiences. The main driving force behind the development of this type of strategy would be the culture of its employees and those of its stakeholders, this would give more power to internal stakeholders such as employees and management as they are in control of the direction that the organisations strategy will take.
The final lens, the Idea lens sees strategy as a way of being innovative and using the range of skills within the organisations workforce to create new ideas. It is therefore hoped that the culture and behaviour of an organisation is one which encourages questioning and the challenging of the consensus. This type of strategy will reduce the influence that external factors such as those included in PESTEL, as employees will be able to create innovative solutions to external factors, meaning that they are in control of the corporations strategy.
The categories within the PESTEL framework, have an influential impact on strategic management. No matter which strategic lens an organisations strategy focuses on, it is only the managers different strategies for dealing with the PESTEL factors, which will change the effect made on the organisations future strategy. For example political influences which may come from branches of the government or legal infrastructure which are likely to have a limited amount of interest in the organisation can cause changes in the corporations strategy and indirectly effect a managers decision making ability. This could mean that a branch of the government introduces laws which do not effect the organisation but instead effect their suppliers causing prices to rise or for the availability of the resource to be restricted.
Economic factors can also effect strategic management as unemployment levels may rise reducing the disposable income of potential customers, the performance of the stock market, high rates of interest or inflation and changes in the exchange rate can all lead to a loss of revenue for the company.
The organisation will then need to look at a change in strategy which may involve the reduction in their workforce or they may look to new markets, home and abroad to cover their losses. The social...