Organisations’ Strategic Issues
Introduction
Organisations’ strategic issues are commonly analysed from different strategy lenses. Strategic lenses are a concept of strategic management. The lenses are different ways of viewing strategy development. It examines the flow of tasks and information, or how you get things done. Each lens reveals many different traits and qualities. Using the lens, one looks to optimize workflow to meet the goals and objectives of the company. This paper will cover four angles from which strategy can be viewed and implemented on a corporate level; they are strategy as design, strategy as experience, strategy as ideas and strategy as discourse.
Strategy as design lens views strategy development as a logical and optimal strategy process. A design lens sees strategy direction which can be determined through carefully evaluation of the organisation’s industry, environment and resources. This lens is top-management driven and believes that top managers are capable of choosing the optimal strategy for the business. Because this lens is close tie to the bottom line, the strategic design lens is the one most often used to analyse companies.
Strategy as experience lens views strategy development as the continuous adaptation of past strategies based on experience. This strategy view is greatly influenced by past culture and the experience of the managers and others in the organisation based on their previous strategy experiences, it involves large levels of bargaining and negotiation.
Strategy as ideas views strategy as a process coming from within an organisation and influenced by the environment around it. It’s a ‘bottom up’ approach and requires an organisational culture which allows all employees to feel able to express their ideas.
Strategy as discourse lens sees strategy in terms of language which shape ‘objective’ strategic analysis to their personal views and to gain influence, power and legitimacy. The discourse lens reflects and explores the significance
Organisations’ strategic issues are commonly analysed from different strategy lenses. Strategic lenses are a concept of strategic management. The lenses are different ways of viewing strategy development. It examines the flow of tasks and information, or how you get things done. Each lens reveals many different traits and qualities. Using the lens, one looks to optimize workflow to meet the goals and objectives of the company. This paper will cover four angles from which strategy can be viewed and implemented on a corporate level; they are strategy as design, strategy as experience, strategy as ideas and strategy as discourse.
Strategy as design lens views strategy development as a logical and optimal strategy process. A design lens sees strategy direction which can be determined through carefully evaluation of the organisation’s industry, environment and resources. This lens is top-management driven and believes that top managers are capable of choosing the optimal strategy for the business. Because this lens is close tie to the bottom line, the strategic design lens is the one most often used to analyse companies.
Strategy as experience lens views strategy development as the continuous adaptation of past strategies based on experience. This strategy view is greatly influenced by past culture and the experience of the managers and others in the organisation based on their previous strategy experiences, it involves large levels of bargaining and negotiation.
Strategy as ideas views strategy as a process coming from within an organisation and influenced by the environment around it. It’s a ‘bottom up’ approach and requires an organisational culture which allows all employees to feel able to express their ideas.
Strategy as discourse lens sees strategy in terms of language which shape ‘objective’ strategic analysis to their personal views and to gain influence, power and legitimacy. The discourse lens reflects and explores the significance
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