Through the use of strategic alternatives, companies may compete in a marketplace, achieve its vision, or if no vision has been articulated, decide where it might go and what it might achieve. Strategic alternatives do not consist solely of strategies, but rather bundles. Explain what elements comprise strategic-alternative bundles and why creating more than a few bundles is extraordinary difficult. Describe the six criteria that strategic-alternative bundles should meet and discuss why it is essential that good bundles have addressed all of the key strategic issues.
Due to the changing environment and external triggers, contingency planning is necessary. What qualities make a future issue a “trigger”? Consider you are on the strategic planning team for a soft drink company. Here is your company’s future trigger: “merger of our two major competitors next year”. Formulate the three-part trigger/contingency pair. Discuss the three guidelines that good contingency plans should follow.
Discuss how an organization benefits from operational planning, and how operational planning and budget planning are related. Explain how “system thinking” improves operation decision making.
Read the following article: “Porter or Mintzberg: Whose View of Strategy Is the Most Relevant Today?”. What is the difference between deliberate strategies and emergent strategies? How might emergent strategies help with a future strategic planning process? In your opinion, what are the potential consequences of ignoring emergent strategies?
Article: Moore, K. (2011). Porter or Mintzberg: Whose view of strategy is the most relevant today?