Professional Documents
Culture Documents
Strategy Analysis
By
October 2009
TABLE OF CONTEXT
Strategy Analysis 2
Abstract...………………………………………………………………. 3
Introduction…………………………………………………………… 3
Risk…………………………………………………………….. 5
Uncertainty…………………………………………………….. 6
Managing Uncertainty…………………………………………………. 7
Environment…………………………………………………………… 8
Risk…………………………………………………………….. 9
Uncertainty…………………………………………………….. 10
Managing Uncertainty…………………………………………………. 11
Environment…………………………………………………………… 13
Conclusion…………………………………………………………….. 13
Strategy Analysis 3
Abstract
The two schools of strategy that were selected for analysis are the design school and
thinking through three dimensions: root, content and process, and contextual. Secondly,
evaluate how risk uncertainty and how effective resource allocations are best managed.
Thirdly, evaluate how market structure influences strategic options. And lastly, evaluate
Introduction
writing about organizational strategy formations. These strategy formations are focused
around ten distinct schools of thought (Mintzberg, Ahlstrnd, and Lampel, 1998) two of
which schools are referred as to the design school and environmental school. Countless
articles have been written about the design and environmental schools and how
There are numerous reasons for the popularity of the topic. These concerns of
structure, and the environment in which they operate; such as risk, uncertainty and
resources.
Strategy Analysis 4
design school can be traced back to two influential books written at the University of
Alfred D. Chandler’s Strategy and Structure of 1962” (p. 24). It was Selznick’s
conception of “distinctive competence,” which brought about a need for firms to align
made up of ten distinct separate schools of thinking; of these ten schools the design
school is one of them. As Carlopio (2009) points out that the design school is not the
process of designing or creating a strategy; “the term “design” is used in its noun form, in
the sense of a form or a structure, rather than in its verb form, in the sense of generation
or creating strategy” (p. 1). However, when used (Carlopio quoting Mintzberg, 1990 and
Mintzberg and Lampel 1999) “in its verb form, it is done so only in the sense that an
organization’s structure must be “tailored to the individual case” or designed to gain “the
essential fit between internal strengths and weakness and external threats and
opportunities” (p. 1). The design school is divided into two clear-cut strategy processes.
The process examines an organization’s internal strengths and weaknesses to its external
environment threats and opportunities. The examination establishes the organizations key
success factors (external) and its distinctive competences (internal) fit through what is
known as strengths, weakness, opportunities, and threats (SWOT) analysis. The design
school model also takes the view of the organizations social responsibility and
Ansoff (1991) argued that “Mintzberg makes no direct reference to the context in
which his prescriptive principles should be used” (p. 454) However, according to Ansoff,
Mintzberg does indentify two contexts that if possible may apply; with a new
organization, and its initial strategy development and during an organizational change to
a stable environment.
Risk
foresight and based on known information, in order to reduce the chance for mistakes. To
lessen the risk an organization must identify their calculated risk and manage it. The use
and benefits of tools for project risk management article by Raz and Michael (1999) state
that "Risk management is one of the key project management processes" (p. 9). Their
study revealed (through questionnaires) that in the software and high-tech industry the
efficiency of risk management is though the use of tools. They found that the tools
implemented were those that were currently used in contemporary management practices.
In addition they also uncovered those organizations who managed risk well, used tools to
reduce the risk; through analysis or the use of check lists. Moreover, the mangers that
used tools to lessen risk felt that using risk management tools contributed to the success
of their project; therefore managers tend to use a risk management tool. However, the
authors caution that “during the life of the project managers become "busier” and are
subject to mounting resource and time pressures and are likely to neglect the risk control
phase. Consequently, risk control tools are used sporadically or not at all..."(p.11-12).
The risk of the design school strategy is the “separation of formulation from
dichotomy is central to the design school,” (Mintzberg, Ahlstrand, Lampel, 1998, p. 36).
Strategy Analysis 6
The strategy formation is only viewed as a thinking process (formulation) while the
Mintzberg’s basic design school model (Mintzberg et al, 1998). Thus the school views
strategy as an end to its means of a process. Moreover, its simplification may over look
changing environment and its organizations lessons learned (emergent strategy theory).
On the other hand, its simplicity creates a clear sequential flow process that suite a stable
environment and promotes strong management leadership, mainly the chief executive
officer (CEO).
Uncertainty
or predicted and must be dealt with in a more reactive manner; uncertainty therefore,
creates risk. The challenge to the design school strategy is the resolution of uncertainty
through SWOT analysis. It can be argued that design strategy cannot identify every
possible scenario for an organization to become successful even with its distinctive
competencies to insure a best-fit strategy let alone its organizations social responsibility
and managerial values during the creation, evaluation and selection of the best-fit
strategies. In fact, the design school assumes that decisions made to ensure best-fit
strategies are known. If that is truly the case then American and United Airlines, through
design school strategy, would have known about 9-11 and the resultant effect it had on
their companies as well as the whole airline industry for that matter.
Managing Uncertainty
must be dealt with in a more reactive manner. However, according to Mason-Jones and
Towill (2000) uncertainty can be managed. Moreover, the authors argue that companies
that are proactively involved with uncertainty can reduce its uncertainty occurrence.
“Those companies who design business strategies which acknowledge the presence of
opportunity to enable best practice ahead of competitors whose responses are purely
changes and then embarking upon and reducing uncertainty either sequentially or
concurrently.
organization key success factors (external) and its distinctive competences (internal) fit
through what is known as SWOT analysis. It is through SWOT analysis that originations
goals are establish than a strategy or game plan is implemented to achieve the goals.
Kotler and Keller, (2007) cites Porter’ “three generic strategies that form a good starting
point for strategic thinking: overall cost leadership, differentiation and focus” (p. 31). For
example, firms that adapt the cost leadership strategy become the lowest production of
products that produces a product lower than their competitors thus establishing
economies of scale.
Environment
Once again, the design school uses of SWOT analysis looks at the external or
internal threat, through scanning its environment. The examination establishes the
organizations key success factors (external) and its distinctive competences (internal) fit
Strategy Analysis 8
Zajac, Kraatz, and Bresser (2000), argue that “organization’s strategy should fit (and/or
changed to fit) with its environmental and organizational context” (p. 432). Threats to
firms can be identified as either major or minor threats. Kotler and Keller (2007) caution
that major threats must be monitored by firms to change and adapt its strategy if
necessary. Zajac, Kraatz, and Bresser (2000), also caution that “One central feature that
local area. Organizations often look to local competitors for clues regarding the
formation is seen as a reactive process. Its genesis started with the “contingency theory.”
The contingency theory argues that the solution for a managerial problem is contingent
“it depends” on factors or other forces (environment) that are imposing on the final
outcome. For example if an organizations external environment was balanced then the
organizations internal environment was also balanced. Thus, the environmental school
strategy is reactive (depends) to its external and internal forces. Later, theorists known as
“population ecologists” claimed that external forces put organizations into a niche
Mintzberg, Ahlstrand and Lampel (1998) argue that the environmental school
strategy is a response to the challenges imposed by the external environment. “The other
schools see this as a factor; the environmental school sees it as an actor-indeed the actor”
(p. 286). Like contingency theory, the environmental school strategy general forces are
the central actor in the strategy process. Theorists of the environmental school believe
Strategy Analysis 9
that there is no one best way to organize; it depends on the organization’s structure, its
size, technology and requirements of its environment. Therefore, the organization will
react to these forces. Leadership “becomes a passive element for purpose of reading the
environment and insuring proper adaptation by the organization” (p.288). However the
where they remain until resources become scarce or conditions too hostile. Then they
die” (p.288). Like the design school the environment school also uses SWOT analysis
Risk
The environmental schools strategy shortcomings are that the magnitude of the
environment forces lend to ambiguity. Therefore the strategy formation becomes useless
and not realistic. According to Grant, (2003) “increased volatility of the business
environment makes systematic strategic planning more difficult. Rapid change requires
strategies that are flexible and creative…” (P. 491) Thus, the risk to organizations using
time in a large organization structures. Moreover, during this time period of change
environment; the result is that organization fails to survive. In addition, it can be argued
that an organization-even if it had time and unlimited capital-risks their existence due to
the endless possibilities to any indisputable best possible resolution to any given
environmental condition. Simply said, there are too many unforeseen and uncertain
process. “Perceived risk and the organizational context can lead to differing approaches
Strategy Analysis 10
Uncertainty
proactively planned or predicted and must be dealt with in a more reactive manner.
Theorists of the environmental school believe that there is no one best way to organize; it
depends on the organization’s structure, its size, technology and requirements of its
environment. Thus the organization will react to these forces. For example, Jensen,
environment and how uncertainties affect project formation, processes and results; a two
these models that the authors concludes “how different degrees of uncertainty affect the
on many levels at the same time: interactional uncertainty goes together with both
operational and institutional uncertainty” (p. 10-11). Although, there is evidence through
Jensen et al. (2006), and others who have researched uncertainty in organization on
making strategic decisions; there is no single tactic to strategy decisions that will
completely eliminate uncertainty, however, it will help guide, and inform organizations in
Managing Uncertainty
managing uncertainty. They suggest that the biggest danger in uncertainty is that
Strategy Analysis 11
approach- one that avoids this dangerous binary view” (p. 68). The authors identify four
during strategic decisions. Additionally, organizations that are confronted with a highly
uncertain business environment, more often than not, differentiate its products and its
business units so that an organization can focus on a smaller market and certain
challenges; thus an origination becomes a strategic business unit and enters into its niche
market. For example, if the British fondness of motorcycles is different than American
single motorcycle that will satisfy both markets. Therefore, it would be necessary to
adapt to the environmental forces and create two separate markets as well as strategic
uncertainty will lead to strategic decisions that neither defends against a market threat nor
Like the design school, the environmental school market structure examination
establishes the organizations key success factors (external) and its distinctive
competences (internal) fit through what is known as SWOT analysis. It is through SWOT
analysis that originations influence market structure. SWOT analysis establishes goals of
achieve the goals. With the environmental school strategy, market structure is dependent
on the market in which an organization operates. Organizations that closely fit with their
Strategy Analysis 12
environmental requirements survive, while organizations that do not fit disappear; thus
industry. For example, the banking industry is just one case in point that will have to map
The retail banking industry in 2015: Trends and strategies to focus on and develop.
(2007), research that was conducted by IBM institute for Business; two mammoth
developments is forecasted to shape the banking industry, one of which is that “universal
banks and ultra-focused niche players thrive: large players benefit from super scale while
niche players aggressively pursue the most desirable customers. Banks in the middle will
suffer from this situation,” (p.32). The other development is that customers will change
the game in which banks operate; population growth, technologically savvy consumers,
and long life expectancies of older customers. Thus for banks to survive they will have to
Environment
school strategy the definition of the environment is so vague that it become of no use
when doing a strategy analysis. Therefore, two organizations in the same industry with
the same environmental factors will have two completely different strategies. (Cray,
Haines, Mallory, 1994). Oertel and Walgenbach (2009), suggest that an organization
which positively uses the environmental school theory, also use the basic concepts of
organizational ecology theory. The base of ecology theory is that “organizations are
selected by the environment, i.e., organizations that closely fit with environmental
accountability,” (p.252). To increase the reliability and accountability, Tan and Tan
(2005) who cites Hrebiniak and Joyce (1985), Khandwalla (1977) and Mintzberg (1979),
suggest that “strategic choice theories for firm strategy are that management should take
into account the multiple ways in which organizations interact with their environments
through the process of mutual adaption between the organization and its environment”
Conclusion
These strategy formations are focused around ten distinct schools of thought
(Mintzberg, Ahlstrnd, and Lampel, 1998) two of which schools are referred as to the
design school and environmental school. Organizations attempt to create and incorporate
It can be argued that design strategy cannot identify every possible scenario for an
fit strategy let alone its organizations social responsibility and managerial values during
the creation, evaluation and selection of the best-fit strategies for their environment.
analysis. However in the environment school strategy the definition of the environment is
so vague that it become of no use when doing a strategy analysis. Therefore, two
organizations in the same industry with the same environmental factors will have two
Companies that are proactively involved with uncertainty can reduce its
management or leaders should not view uncertainty as either certain or uncertain; what is
referred to as a “binary way” a narrow thinking of strategy for uncertainty. Thus there is
for the future will; compete profitably, accomplish growth, and find themselves
Reference:
Courtney, H., Kirkland, J., Viguerie, P. (1997). Strategy Under Uncertainty. Harvard
Business Review, 75(6), 67-79. Retrieved December 4, 2009, from Business
Source Complete database.
Cray, D., Haines Jr, G., Mallory, G. (1994). Programmed Strategic Decision Making: The
View From Mintzberg's Window. British Journal of Management, 5(3), 191.
Retrieved December 4, 2009, from Business Source Alumni Edition database.
Grant, R., (2003). Strategic planning in a turbulent environment: Evidence from the oil
majors. Strategic Management Journal, 24(6), 491-517. Retrieved November
18, 2009, from ABI/INFORM Global.
Strategy Analysis 15
Kotler, P., Keller, K. (2007). A Framework for Marketing Management, 3rd edition,
Upper Saddle River, New Jersey: Pearson-Prentice Hall.
Jensen, C., Johansson, S., Lofstorm, M. (Jan 2006). Project relationships-A model for
analyzing interactional uncertainty. International Journal of Project Management,
24 (1), 4-12. Retrieved December 4, 2009, from Business Source Complete
database.
Mintzberg, H., Ahlstrand, B., Lampel, J. (1998). Strategy Safari: A guided tour through
the wilds of strategic management. New York: Free Press.
Raz, T., Michael, E. (2001). Use and benefits of tools for project management.
International Journal of Project Management, 9(1), 9-17. Retrieved November
18, 2009, from Business Source Complete database.
The retail banking industry in 2015: Trends and strategies to focus on and develop.
(2007). Strategic Direction, 23(6), 32-34. Retrieved December 4, 2009, from
ABI/INFORM Global.
Tu, R. (2009). How Strategy Shapes Structure. Harvard Business Review, 87(12), 121-
122. Retrieved December 4, 2009, from Business Source Complete database.
Zajac, E., Krattz, M., Bresser, R. (Apr 2000). Modeling the Dynamics of Strategic Fit: A
Normative Aproach to Strategic Change. Strategic Management Journal, 21(4),
429-453. Retrieved November 18, 2009, from ABI/INFORM Global.
Strategy Analysis 16