Tag Archives: Strategic Management

“Strategic fallout points”; is a term used to explain how innovative forms of new strategic thinking starkly differ from the norms of academic strategic practice and design.

13 Oct

We all have “strategic fall out points”. Mainly, it is because of the nature of our strategic reality changing still even today, the way we have to do things keeps changing. You can’t really compete in the world if you don’t understand it, and how change changes things.

Consequently “Strategic fall out points” occur where we do things in an “unorthodox” or radically different manner from the set norm, as taught academically, to stay both efficient and effective.

Even academic and qualified people also, deviate from certain “set piece” applications and taught theory, and then they fall out on that point, with the strategic norm…that is.

Surely no one is still “brave” enough to say that “one size strategy fits all” anymore – when looking at strategy from a academic perspective, no one set perspective can set the tone for all the practice of strategy existing, for all types of business and projects today still, which can be used throughout all industries and across the globe. No, even strategy and how it’s done traditionally has changed, strategy today is now more concerned with people… than at any other time in our human history…

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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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A Question; Strategic Management vs. Strategic Planning, what’s the difference?

14 May

Its not always a clear cut between pebbles, some are white some are brown, but who gets to wear the crown?

In both strategic, and academic circles, we all strive for the maintaining of the highest standards of intellectual thought; especially when referring to the philosophy of strategy. In plain English – it’s all about perception as we deal with philosophy, and any philosophy changes constantly; or should…thereby influencing strategy directly as a result.

Thus “philosophy”; both in the business and strategic sense dictates when it becomes BUSINESS PHILOSOPHY, and then as a result also becomes a STRATEGY OR STRATEGIC.

When the basic of “FORMING STRATEGY“,  is met, and the elements of  strategy become apparent, then we should have;

  • a vision,
  • a mission,
  • goals,
  • and action plans…
  • then we refer to something as being or becoming Strategic; or as STRATEGIC PLANNING.

1)Strategic plans are made up of action plans;

Where Action Planning deals with;

Who What Where When How How much
Responsibility Objectives Location Time/ frame Goals Quantity/ cost

2)Now we get to Strategic Management, it in turn gives us a required business perspective; a business perspective is the organisation of all activities, in a structured manner. We want to or need to organise things, in order to be able to measure and gauge things like our; performance, progress and quality, all whilst these strategic plans unfold, into smaller action plans,and then into finality.

The whole purpose of management is to add;

  • structure,
  • process,
  • procedures,
  • policy,
  • resources,
  • and organisation.

All in order to connect all the resources, with systems, and get results in the form of products or services, that impacts on other initiative, activities, and plans, that then starts coinciding with the business model, and plan, and its ideology, to make all its aims happen.

Management as a process; becomes systematically inclined and also procedural, it steers these “action plans”, or “strategic plans” with intent, that are otherwise in effect just seen as dead pieces of paper, which needs to be interpreted, and given life. Management becomes this means.  By combining ideas, with effort, substance starts to emerge with an expected resolve or end state,, coming from some place, somewhere between practical and philosophical – dealing with all aspects between knowledge and wisdom, then when backed up with factual relevance – then we are seen to manage.

Describing management and actually doing it is difficult, it becomes two worlds, as we all experience life from different angles, and levels of difficulty. Never-the-less, it’s these “words” that we use, that should unite us in mind and effort to perform the same functions. Therefore it’s very essential that we find the same meaning in terminology so that we may all benefit from both the knowledge and the wisdom it brings.

Then only will we know the true distinction – or difference – between them, planning and management.

Very philosophical, yes that’s the point. It somehow never becomes a simple enough explanation, when we just take out the words strategic, and try and deduce some common meaning. When in fact, planning and management are two very different animals.

Then we are only left with, management and planning. There you have it sweet and short, straight to the point. The one is all about management the other planning, or is it?

Some will argue that these terms do not exist at all; People try and get way to clever (and Philosophical) for their own good. then this happens, then you get aspects arising like; Strategic management vs. strategic planning, what’s the difference?

This can be attributed to the relationship between words and their meanings, that also become culturally significant, and extremely complicated when we want to take or when taken to literally. For instance; if we take the literal meaning of the words used and get their synonyms, then Strategic means planned”, then that would in fact imply that you can’t come up with something like “planned planning” or can you, what does that mean or imply anyway?…  Nor could you tell if it is still the same thing? Then Strategic planning should have a significant meaning if we choose to explain something significant by merging these two words, should it not?

When in doubt, we should also look at a words connotation; thus implying – what is suggested as well as its denotation – what our intellect tells us it should imply, and then we will know what we are looking at.

This aspect belongs to the field of semantics. For now though, what you need to know is that words do not have single or even simple meanings – they have implicit meaning.

Traditionally, grammarians have referred to the meanings of words in two parts: their;

  1. Denotation; referring to the literal meaning of the word
  2. Connotation; referring to a relationship to the word either emotional or otherwise; something which the word evokes in people…

1) Strategic + Planning;

  • As a denotation; Strategic; literally means – planned.
  • As a connotation; Strategic; implies – organised or deliberate actions…
  • As a denotation; Planning; literally means – preparation
  • As a connotation; Planning; implies – scheduling or setting up

So if we connect the two words now; we get strategic planning meaning or implying;

  • As a denotation = Planned preparation
  • As a connotation; = Organised / deliberate – preparation or setting up

2) Strategic  + Management;

  • As a denotation; it implies supervision
  • As a connotation; it implies organised, or administration
  • Strategic Management; as a denotation; planned supervision; and levels of supervision, or hierarchy in business
  • Strategic Management; as a connotation; deliberate organisation of actions – The deliberate preparation then of actions consistent with organisation…



Here we go..  Strategic + planning; implies; planned or deliberate preparation then

                              Strategic + management; implies planned supervision or administration 

So yes, they are still two totally different animals

And then you also get Grand Strategy  and Business formation

Get my new book here; its pumped with strategic relevance;   


Here is a free preview of this RADICAL REVOLUTIONARY BOOK Look inside: don’t miss this

8 Apr

here is the preview link; http://www.scribd.com/doc/52351132/Strategic-Management

New Strategic Management Book by Reinier Geel

25 Mar

The ultimate strategic text book

Get it here http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

The Radical Revolutionary Strategic Management Matrix For Predators

Brilliant book with tools for Predators:

7 Mar

This book is one of a kind in that it has everything in it pertaining to strategy; stuff you wont find in your university books, ideal for management students, entrepreneurs, leadership development, change management, disaster management, teambuilding, project teams, and anyone looking for new and radical ways to inspire young leaders, as well as combine their revolutionary ideas with the old school, it deals with the cardinal 34 aspects of strategy. Starting from the sociological approach right through to strategy design, delivering with a business plan. Then taking  you to implementation, with  critical thinking and strategy engineering, dealing with military precision practices, the likes of CAPS..  It is dated and both inspirational, a must have. If you are serious about mastering strategy, then this is the one book you must have…

The short title is Strategic Management

The long Title; The Radical Revolutionary Strategic Management Matrix For Predators

Selling for around $25 (Dollars US), check online some stores have specials, and will be local as well, the eBook sells at around$3.99.

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Perfect Bound Softcover(B/W)

Price $25.00

E-Book

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Its all about breaking with tradition; and Revolutionizing Strategic Management.

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This is a first of its kind  managerial book. It dares to Define true Radical and Revolutionary Strategic Management Competencies and  Principles, by Applying both the Sociological and Military Approach towards developing and executing any plan of strategy perfectly. It gives you the edge, the inside track, of all the great leaders secrets, and knowledge, you could become the case study, and not always just have to follow it…

Great leaders had great inspiration, that comes from radical and revolutionary ideas, principles, and practices, all meshed into a capability for considerable insight, here we have exactly that… just waiting for you…

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Hello Strategic Management World!

2 Mar

Welcome to this blog.

In this section anyone, with a strategic management question can post it for assistance….

General discussions will start here…and be moved to a category once it becomes an active topic.

This blog is the portal to my new book: Strategic Management

The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel

Buy the Book Here; http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320


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