Ah, here is where we really get to the heart of the matter. Strategic thinking is essentially long term in nature. (Please see additional information in the weekly announcement.) It answers the question, "Where are we going?" Everything else is operational. Think of General Patton going to Berlin. His direction (strategy) was clear: get to Berlin and get Hitler. Everything else -- how many tanks he had; how much ammunition he had; how many C rations; how many medical personnel; whether the radios were working -- was operational.
Now, here is an interesting insight into Patton. Everybody thinks going to Berlin was a universal goal. Not really. Eisenhower was more interested in knocking out the German manufacturing capability. Just think about that. The Russians were heading to Berlin and could take care of the remnants of the German army in the east and around Berlin. Why not take out their manufacturing plants where they made tanks, airplanes, ammunition and other war implements? Maybe Eisenhower was right!
A second issue needs to be considered. The Battle of the Bulge was underway. Many Germans were still fighting across Western Europe. Going to Berlin with a large American force would leave the other American units to fight the Germans across France and other parts of western Europe without Patton's help.
Then you had Field Marshal Montgomery, the British leader. He wanted to go to Berlin -- so he sort of agreed with Patton -- but he wanted to lead the charge and have Patton follow him.
So, going to Berlin was not so automatic as people think. In fact, the famous Red Ball Express (Patton's route to Berlin) did bypass many American units.
What this Patton story illustrates is that there may be alternate directional ideas (strategies), all of which answer the question, "Where should we go?" Typically, the organization has to answer the directional question once - only one strategy. Although divisions of massive organizations like the US Army in World War II may pursue more than one strategy. That means one strategic direction per division.
The key issue is that strategy looks at the long term. Now, here is an interesting topic related to this. Once you decide on a long-term strategy, such as going to Berlin, how do you create a plan? Do you start at the end of the process -- being in Berlin -- and work backward? Or, do you start from where you are now, on the ground in western France -- and move step-by-step to the goal?
It seems either approach would work. What do you think?© BrainMass Inc. brainmass.com October 25, 2018, 5:13 am ad1c9bdddf
Any strategy that looks at the long-term would have to start from where you are now, due to the fact that where you are now will be the foundation or springboard for subsequent steps in the successful completion of your strategic goal. By starting from where you are now, it will be much easier to formulate a detailed plan for each step in the completion of your overall strategic plan, and ...
Practice and Theory of the Strategy Development Processes
Q1 Critically discuss the practice and theory of strategy development processes in your chosen organization( I chose a government subsidy primary school in Hong Kong). In your discussion, include some implications for the "learning organization" concept in relation to strategy development in your chosen organization.
II. Background of (name of a government subsidy primary school in Hong Kong)
III. Strategy Development Processes
1. Process of intended strategy development
- Strategic vision, leadership and command
- Strategic planning
- Externally imposed strategies
2. Processes of emergent strategy development
- Logical incrementalism
- Resource allocation routines
- Cultural processes
- Political processes
3. Challenges and implications
- Intended and realized strategy
- The learning organization
- Uncertain and complex conditions
Q2 Critically discuss the strategic implications for enhancing your organization strategic capability through organizing, resourcing and change management strategies.View Full Posting Details