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Strategy From A Deeper Perspective: Informal Tactics and Schemes in

The document discusses strategy from different perspectives: as a concept, as a tool, and as people. It provides a history of strategy, from ancient military strategists like Sun Tzu to modern thought leaders. Specifically, it explores strategy as a concept, noting that intellectual elasticity, mindset, learning, natural capital, and intellectual capital are all part of conceptualizing strategy. Key thinkers like Ohmae and their ideas around strategic thinking and flexibility are summarized.

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325 views

Strategy From A Deeper Perspective: Informal Tactics and Schemes in

The document discusses strategy from different perspectives: as a concept, as a tool, and as people. It provides a history of strategy, from ancient military strategists like Sun Tzu to modern thought leaders. Specifically, it explores strategy as a concept, noting that intellectual elasticity, mindset, learning, natural capital, and intellectual capital are all part of conceptualizing strategy. Key thinkers like Ohmae and their ideas around strategic thinking and flexibility are summarized.

Uploaded by

Eric
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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STRATEGY FROM A DEEPER PERSPECTIVE

• Competition is as old as history . The rivalry between Esau and Jacob- birthright and
blessing from Isaac. The European conquests portrayed the spirit of competition
among Spain, Portugal, Netherlands and England in colonizing the world.
• The Strategy Timeline
• Informal tactics and schemes in
• Game
• Business
• War
• These tactics and schemes become formal in the form of strategies
HISTORIC STRATEGY

• Sun-Tzu-Chinese Military General, Philosopher, and Strategist


• The Art of War (400 BC)

• The Prince (1513)- Nicollo Machiavelli


• Alfred Chandler’s Strategy and Structure (1962)
• Igor Ansoff’s Corporate Strategy(1965)
• Peter Drucker’s The Age of Continuity (1969)
• Michael Porter’s Competitive Strategy
• The Mind of the Strategist(1982)- Kenichi Ohmae
• Managing Strategic Change(1982)- Noel Tichy
• The Fifth Discipline(1990)- Peter Senge
• The Rise and Fall of Strategic Planning (1997)
STRATEGY

CONCEPT

STRATEGY

TOOL PEOPLE
STRATEGY

• Strategy has been implemented in early times.


• Actualized in many forms-from the simplest to the most complicated
• Implied or explicit
• Deliberate in most cases
• Implemented in every facet of living, in ruling people and in doing trade
• Bartering of goods
• Working to build houses, roads, and buildings
• Planning a family
• Almost every person implements strategies in the workplace and in their personal lives.
STRATEGY

• Strategies are plans formulated and implemented with the sole purpose of attaining set
goals and objectives.
• Plans to be executed
• Map to chart
• Path to traverse
• The various modes and unique nuances of strategy may be looked in three perspectives:
• As a CONCEPT
• As a TOOL
• As PEOPLE
STRATEGY

• THREE DIFFERENT PERSPECTIVES OF STRATEGY


• How can considering strategy as a CONCEPT contribute to achieving personal and corporate
targets?
• When is strategy as a TOOL the best approach in attaining one’s aspirations.
• Can effective PEOPLE be the strategy itself.
• Can we say that there are specific strategic CONCEPTS, TOOLS, AND PEOPLE that are
synonymous or practically the same as STRATEGY.
STRATEGY AS A CONCEPT

• An idea, a theory, a model, or simply, views and beliefs


• Intellectual elasticity, mindset, learning, natural capital, and intellectual capital

STRATEGY AS A •Intellectual elasticity


CONCEPT •Mindset
•Learning
•Natural capital
•Intellectual capital
STRATEGY AS A CONCEPT

• Strategy as intellectual elasticity (Kenichi Ohmae)


• The Mind of the Strategist (1982)
• Strategies stem from creative minds and not from rote memory.
• Ohmae is known for developing the concept of an idiosyncratic mode of thinking called “
strategic thinking”.
• Intellectual elasticity essentially refers to flexibility and adaptability in coming up with realistic
responses to changing situations.
• When designing business strategy, there are three main players: company, customers and
competitors (3 C’s)
STRATEGY AS A CONCEPT

• Intellectual Elasticity(Cont’d)
• For Ohmae, intellectual elasticity can be portrayed in the following situations:
• In launching radical initiatives, strategy is referred to as creativity.
• In identifying the key success factors, strategy may mean inventing additional time, money and effort
in the factors that have the greatest potential to succeed.
• In matching the company’s unique skills to the needs of the customers, strategy is having the
flexibility to study and adopt to the environment, to segmentize, and to concretize improvement
strategies.
• Lastly, strategy is comparing one’s strength with those of the competitors and exploiting the
advantages to build on superiority.
STRATEGY AS MINDSET

• Richard Pascale in his book Managing the Edge, considers strategy as a frame of
mind and an attitude.
• He states that organizations should develop within the system an outlook that is
deliberate and monitored.
• He says, “ Nothing fails like success”. Any cycle of success begins with the firm
coming up with strategic concept, that is, of a product or service.

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