Tag Archives: grand strategy

Not everything labelled “Grand Strategy” is just that – Grand or even Strategy…

4 Nov

By definition; Grand Strategy; refers to a complexity of power, residing in strategic elements, both prevalent and indispensable for achieving very large-scale objectives such as winning a War or changing the political course of a nation.

In truth, No business ever reaches such a scale of work flow on the strategic level implied here. The launch of a new product for instance, could not possibly qualify for this analysis as “grand strategy” however important they are to those directly involved with it, it is still nowhere near the scale and scope of a true grand strategy – like WAR for instance.

 

Still, daily the term Grand Strategy is used out of context.

 

Now in business; for an enterprise, the “Grand Strategy”  – to be termed one – should include a cradle to grave approach, with for instance; prior calculations, assumptions, and research (by experts) on the business assumptions made in relation to what will actually be required to achieve various and diverse objectives simultaneously, through the application of concurrent running strategies – with simultaneous employment of divergent strategies and tactics for instance. Even then, it’s still not that clear-cut, or qualifies as a Grand Strategy.

The rules are different; for business there are no such things as peace and war, no transition from politics to War to achieve their aims with. It’s all substituted; there is intensive competition and “civilised rivalry” – a battle fought on supply and demand estimates – every day, but there is no conflict in which someone dies, no, contrary the outcome is severely constrained by laws, treaties, and regulation – quite civilised.

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The Biggest problem with corporate strategy is trying to predict the future and to “dictate the marketplace.”!!!

21 Oct

Almost all strategic planning sessions start off with the vision, mission, goals, values, and objectives scenario – yes? This begs the question, how good is our track record for predicting the future – I bet it’s pretty bad?

Maybe it’s time to become radical, and to totally change our strategic start up design perspective. If I tell you that there is a far better way to hit the bull, more often than not would you be interested?

Would you consider yet another reality; May I change that perspective, and let’s see if that is still all true.

(My theory is if we change our perspective and not just our perceptions, we will get a much better look at the real problem, and the way we look at things, then creates scenarios in the brain, that keeps changing with the new perspective).

Because if we only believe we can’t predict the future with much certainty then we won’t bother planning it in much detail, will we? Safe to say; No one can predict with up-most certainty anything that is in the future, let alone what will happen next week…

Nevertheless, forecasting is of the up-most importance in business.

Therefore, strategist, and forecaster alike need to probe beyond that curtain of uncertainty, and predict what the eventuality could/ would be like if we stay, start the course with our current strategy.

(The academics teach us to apply the laws of averages here, to find the average, and then to summarise risk, and come up with a worst case, average and best case scenario.)

Now days we see a change, away from that norm, towards looking at broad spectrum analyse of strategic challenges – by firstly looking at both internal (environment) as well as external (environment) and scanning it for defects, and misplaced links, between structure and strategy…, translating into emergent strategy; There are two approaches to strategy making – a deliberate or emergent strategy. The deliberate strategy is analytical and structured – Vision Statement, Mission Statements, Strengths and Weaknesses (SWOT), Objectives etc.

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Grand Strategy

27 May

When grand strategy becomes 20% of our days work, then we become effective…

An Italian economist, Vilfredo Pareto, observed a 20/80 rule in economics; in that, 20 percent of all drivers are responsible for 80 percent of all accidents, only 20 percent of all people consuming alcohol, are in fact responsible for consuming 80 percent of the production. We wear only 20 percent of all our clothes regularly. We spend only 20 percent of our time coming to conclusions in a meeting and the other 80 talking about it. Of course this rule cannot apply to everything in life, but has merit.  

We must exercise our strategic power. The concept of grand strategy has recently regained prominence among international and even local businesses. As an effective business tool to mange diversity with, when looking at ways to co-ordinate multi-faceted strategies and multi tiered operations. Grand Strategy; as a principle evolved from the study of military strategy and history, where the idea has an old pedigree. In this field, grand strategy has been used to describe the overall coordination of strategies, tactics and resources in support of a military operation. Continue reading

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