Strategic Management 1, 2, 3 & 4

06/05/1445
Strategic Management
Dr. Alvin Aldawod
Copyright: Arabppt.com
The lectures are participatory

and interactive sessions
• voice your opinions

• engage actively
• be enthusiastic!
• ask for more information
2 18/11/2023
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Videos
Concepts
Icebreakers
Lectures Package
Discussion Points Exercises
3 18/11/2023
#Activities
Activity Deadline
Conduct a strategic environmental analysis of a business organization in 2\12\2023
the Soran area, taking into account providing all the details necessary to
conduct a SWOT analysis.
Write an article of no more than five pages on one of the most modern 9\12\2023
topics related to strategic management, taking into account critical
thinking skills when writing.
What are the lessons learned from Singapore's development experience as 23\12\2023
far as strategic planning, strategic thinking and strategic change are
concerned?
Write an article of no more than three pages on a topic related to strategic 6\1\2024
management, using journals ranked 3 or 4 stars within the AJG
classification.
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#Review_Article
• 4000-5000 words
• The topic of the article must be related to the module
• Follow sound scientific style when writing, including structure
and methodology
• Use high-value references, especially prestigious classified
journals
• Consider critical thinking skills when writing
5 18/11/2023
Week Topic
1 Introduction to strategic management + Strategic management
process - Part 1
2 Strategic management process - Part 2
3 Strategic management process - Part 3
4 Strategic planning
5 Strategic thinking
6 Strategic change
7 Strategic agility + strategic flexibility
8 Strategic alignment
9 Strategic networks
10 Strategic awareness
11 Strategic maneuvers
12 Strategic leadership + strategic positioning
13 Strategic reputation + strategic performance
14 Strategic sustainability
15 Final exam
6 18/11/2023
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What is Strategy?
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The Origin of Strategy
Strategy is a concept that first entered as a

military term
It dealt with the art of leadership or the art of

generalship
It focused on everything that leads to achieving

the pivotal or most important goal that ensures
victory in the war.
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The term strategy derives from the Greek

strategos, an elected general in ancient Athens.
Strategos consists of two words (strates), which

means (army), and (Ago), which means (to lead).
Thus, the term (strategos) means the art of

leading armies.
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Clausewitz defined strategy

as “the use of engagements
for the object of the war”.
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The concept of strategy began to move from

military science to the business field after World
War II, specifically in 1947.
Strategy
One of the first attempts was initiated by Von

Neumann & Morgenstern, which appeared in
their book on game theory and economic
behavior.
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Von Neumann & Morgenstern defined Strategy

as “a series of actions undertaken by a company
according to a particular situation”.
Strategy
After this attempt, a set of concepts for strategy

emerged presented by a group of authors and
researchers in the business field.
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Strategy
“Ideas and activities necessary to envision and

ensure the future”.
Macmillan & Tampoe, 2000
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Strategy
“Strategy is futuristic business thinking about

present business challenges and future
opportunities”.
Betz, 2002
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“the plan of action that prescribes resource

Strategy
allocation and other activities for dealing with

the environment and helping the organization
attain its goals”.
Daft, 2003
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“Large-scale, future-oriented plans for

Strategy
interacting with the competitive environment

to achieve company objectives”.
Pearce & Robinson, 2010
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The multiplicity of viewpoints that explain the concept of

strategy is due to the fact that the term strategy is used in
several ways.
Strategy
Henry Mintzberg has provided several influential theories

regarding strategy.
One of these theories is Mintzberg’s 5Ps of Strategy,

where strategy can be seen as a Plan, Ploy, Pattern,
Position, and Perspective.
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These five components together help define and shape

a holistic understanding of business strategy.
They reflect that Strategy is not just about planning for

Strategy
the future, but it’s also about handling competition,

learning from past actions, responding to the
environment, and adopting a unique perspective.
In Mintzberg’s 5Ps of Strategy, these Ps stand for:
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1. Plan: “Plan” in Mintzberg’s 5Ps of Strategy refers to a

consciously intended course of action.
It involves formalized and detailed outlining of how an

Strategy
organization hopes to achieve its goals or objectives.
As a strategy, a plan is developed in advance and is designed to

guide the organization’s actions in a specific direction.
Some of the key aspects that “Plan” involves are goal

orientation, future oriented, resource allocation, framework for
decisions, mitigation of risks, and change management
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2. Ploy: “Ploy” in Mintzberg’s 5Ps of Strategy refers to

a tactical maneuver or specific action designed to
outwit, outmaneuver, or deceive a competitor.
Strategy
A ploy can be seen as a subset of a broader plan and is

typically used in situations of direct competition to gain
a temporary or strategic advantage.
Some aspects that “Ploy” may involve are competitor

disruption, strategic surprise, psychological
maneuvering, deception, and diversion.
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3. Pattern: “Pattern” in Mintzberg’s 5Ps of Strategy

refers to an organization’s consistent behavior or
actions over time, regardless of their initial intent.
Strategy
Sometimes, an organization may not have a formal

strategy in place, but their consistent actions and
decisions result in a de facto strategy, forming a
pattern that can be observed and recognized.
Some aspects that “Pattern” may involve are

consistency in actions and learning and adaptation.
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4. Position: “Position” in Mintzberg’s 5Ps of Strategy is about

how an organization positions itself within the market or
industry.
It includes decisions about which markets to compete in, what

Strategy
unique value to offer, and how to differentiate from competitors.
It emphasizes understanding the broader competitive and socio-

economic context and carving out a unique and advantageous
position.
Some aspects that “Position” may involve are market positioning,

differentiation, value proposition, and sustainable advantage.
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5. Perspective: “Perspective” in Mintzberg’s 5Ps of

Strategy refers to an organization’s unique way of
viewing the world, often rooted in its collective values,
beliefs, and culture.
Strategy
It’s about how the organization perceives its

environment, relationship with stakeholders, and role
within its market or industry.
Some aspects that “Perspective” may involve are

organizational culture, strategic vision, and mindset.
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What is strategic
Management?
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Strategic Management
The formal process for defining company strategic

orientation, assess internal & external environment,
formulate strategies under resource constraints,
implement strategies, and evaluate the strategies.
27
Strategic Management Levels
1. Corporate Level Strategy
Corporate strategies are the top-level of strategy in an

organization.
The corporate strategy defines the organization’s

overall direction and the high-level ideas of how to
move towards it. These plans are usually created by a
select strategy group such as the CEO and the top
management.
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In general, this is the group involved because they

have a deep understanding of the company and the
strategic business knowledge needed to steer the
organization in the right direction.
A corporate strategy is generally broader than the other

strategy levels.
Strategies at this level are more conceptual and

futuristic than business and functional level strategies.
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2. Business Strategy Level
The business-level strategy is the second tier in the

strategy hierarchy.
Sitting under the corporate strategy, the business

strategy is a means to achieve the goals of a specific
business unit in the organization.
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One thing to note, implementing this strategy

level is only useful for organizations with
multiple business units.
An organization with multiple business units may

sell products and services or may sell multiple
products/services in different industries.
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3. Functional Level Strategy

This is the level at the operating end of an organization.
At the functional level of strategy, decisions made by

employees are often described as tactical decisions.
They are concerned with how the various functions of an

organization contribute to the other strategy levels.
These functions can include marketing, finance,

manufacturing, human resources, and more.
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Strategic Orientation
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- Strategic orientation is a guideline for an

organization to achieve its strategic goals.
- It can fully reflect the organization’s values and

appears as a general understanding and cognitive
interpretation of its external environment and
internal resources.
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- Strategic orientation reflects how an organization

operates and uses its resources, decision-making
style, and approach.
- The organization adopts a strategic orientation to

achieve high performance based on the response
and reshaping of the real environment.
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The strategic orientation includes building new

trading methods to meet potential market demands,
rationally allocating resources to improve
organizational efficiency, building high-efficiency
trading networks to create user value to optimize and
expand the industrial ecosystem
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- On the other hand, corporate strategic orientation

can reflect the underlying philosophical system,
values, and corporate culture.
- It can reflect organizational strategies’ essential

characteristics and attributes and guide corporate
decisions in a changing external environment
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Dimensions
39
Strategic Vision
A. Strategic Vision
- Having a strategic vision is important for an

organization's future, as it highlights its values,
purposes and goals.
- Creating and applying a strategic vision can be

crucial for an organization's success, and it requires
research, time and effort.
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Strategic Vision
- Regardless the role within a company or team,

the ability to outline and implement a strategic
vision can improve the odds of a successful
future.
What is strategic vision?
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Strategic Vision
- A strategic vision, or strategic vision statement,

is a coherent and straightforward statement that
outlines in broad terms what the organization
wants to accomplish.
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Strategic Vision
- The future dream and the desired future state of

the organization, which represents the ambition
that the strategic director or CEO focuses his
attention on and encourages the members of
the organization around as well.
43
Strategic Vision
- A strategic vision looks beyond the organization's

current position and focuses on the future.
- The strategic vision often supports the company's

mission statement by describing the criteria and
direction for short-term, achievable that help
everyone visualize the future of the organization.
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Characteristics of Strategic Vision
- Clear
- Concise
- Future-oriented
- Unique
- Purpose-driven
- Motivational
- Expressing excellence and continuous progress in
the target market.
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The importance of Strategic Vision
- It helps the organization focus on its future.
- It connects the present with the future.
- It contributes to choosing appropriate strategies.
- It establishes certain operational standards.
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Mission Statement
B. Mission Statement
- Every organization has a mission, a purpose, a

reason for its existence.
- The existence of any organization is linked to a

specific mission that it seeks to work in
accordance with.
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Mission Statement
- A mission statement is a precise statement that

defines what a company does and what purpose it
serves.
- It is generally a short, one to two sentence statement

that may incorporate the company’s corporate
strategy and long-term vision.
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Characteristics of Mission Statement
Mission statement:
- Is short
- Is unique to the business it represents
- Creates expectations
- Is realistic
- Is memorable
- Is positive
- Is targeted
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The importance of Mission Statement
- It outlines an organization's goals and position in

the industry for its customers, competitors, and
other stakeholders.
- It also helps the organization focus and stay on

track to make the right decisions about its future.
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The importance of Mission Statement
- It helps clarify an organization's purpose.
- It is useful to guide and motivate employees,

keeping them in line with the organization's
values.
- It adds validity to an organization.
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Strategic Vision and Mission Statement
Examples of Strategic Vision and

Mission Statement
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Continuity in making great and creative products.
To bringing the best user experience to its customers

through its innovative hardware, software, and
services.
To be Earth’s most customer-centric company, where

customers can find and discover anything they might want to
buy online
They strive to offer our customers the lowest possible prices,

the best available selection, and the utmost convenience.
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To inspire the world with innovative technologies, products,

and design that enrich people’s lives and contribute to social
prosperity by creating a new future.
They devote their human resources and technology to create

superior products and services, thereby contributing to a
better global society.
To be the most successful premium manufacturer

in the industry.
They work towards being become the world’s

leading provider of premium products and
premium services for individual mobility.
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To be the design leaders with a focus on getting the best out of the
athletes with performance guaranteed products in the sports market
globally.
The Adidas Group strives to be the global leader in the sporting

goods industry with brands built on a passion for sports and a
sporting lifestyle. They are committed to continuously strengthening
our brands and products to improve our competitive position.
They work towards being their customers’ favorite

place and way to eat and drink.
To move with velocity to drive profitable growth and

become an even better McDonald’s serving more
customers delicious food each day around the world.
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Values
C. Values
- Values are shared agreements between members

of a single social organization/group about what is
right or wrong, good or not good, important or
unimportant.
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Values
- Organizational values reflect or represent the

values in the workplace, so that these values work
to unify the behavior of employees within
different organizational circumstances.
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Examples of Values
- Equality between employees

- Time management
- Paying a great attention to production and
productivity
- Respect for customers
- Inclination towards work
- Closeness to customers
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The importance of Values
- They are a basis for understanding the behavior

and attitudes of individuals and for motivating and
influencing their perceptions.
- Values provide explanations of what is right or

wrong and preferences for some behaviors or
outcomes compared to others.
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The importance of Values
- It contributes to setting strategic goals (because

these strategic goals must be compatible with
these values).
- Values help reduce the causes of disharmony and

conflict, or the causes of misunderstanding. This
can enhance the unity and cohesion of groups and
increases their effectiveness.
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Sources of Values
- Religious source
- Social source
- Previous experience
- The group to which the individual belongs
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Accessibility.
Education.
Environment.
Inclusion and Diversity.
Privacy.
Racial Equity and Justice.
Customer obsession
Invent and simplify
Hire and develop the best
Deliver results
Earn trust of others
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People
Excellence
Change
Integrity
Co-prosperity
Responsibility
Appreciation
Transparency
Trust
Openness
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Openness
Transparency
Responsibility
Trust
Appreciation
Serve
Inclusion
Integrity
Community
Family
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Strategic Goals
D. Strategic goals
- Strategic goals indicate the outcome or end state
that the organization strives to reach.
- They are the final results desired to be obtained to
achieve the vision through implementing the tasks.
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Strategic Goals
There are a set of conditions that must be met in
strategic objectives, which are as follows:
- Acceptability
- Measurability
- Flexibility
- Compatibility
- Motivation
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Characteristics of Strategic Goals

They are:
- Formulated generally and comprehensively
- Long term
- Established by senior management at the level of
the organization as a whole.
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The importance of Strategic Goals
- They are a criterion for making decisions as well as a means

of comparing alternative strategies in the organization.
- They achieve vertical and horizontal communication.
- They create motivation among employees in the
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organization.
37

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06/05/1445

Dr. Alvin Aldawod

The lectures are participatory

• voice your opinions

Discussion Points Exercises

Strategy is a concept that first entered as a

It dealt with the art of leadership or the art of

It focused on everything that leads to achieving

The Origin of Strategy

The term strategy derives from the Greek

Strategos consists of two words (strates), which

Thus, the term (strategos) means the art of

The Origin of Strategy

The Origin of Strategy

Clausewitz defined strategy

The concept of strategy began to move from

One of the first attempts was initiated by Von

Von Neumann & Morgenstern defined Strategy

After this attempt, a set of concepts for strategy

“Ideas and activities necessary to envision and

“Strategy is futuristic business thinking about

“the plan of action that prescribes resource

allocation and other activities for dealing with

“Large-scale, future-oriented plans for

interacting with the competitive environment

The multiplicity of viewpoints that explain the concept of

Henry Mintzberg has provided several influential theories

One of these theories is Mintzberg’s 5Ps of Strategy,

These five components together help define and shape

They reflect that Strategy is not just about planning for

the future, but it’s also about handling competition,

In Mintzberg’s 5Ps of Strategy, these Ps stand for:

1. Plan: “Plan” in Mintzberg’s 5Ps of Strategy refers to a

It involves formalized and detailed outlining of how an

organization hopes to achieve its goals or objectives.

As a strategy, a plan is developed in advance and is designed to

Some of the key aspects that “Plan” involves are goal

2. Ploy: “Ploy” in Mintzberg’s 5Ps of Strategy refers to

A ploy can be seen as a subset of a broader plan and is

Some aspects that “Ploy” may involve are competitor

3. Pattern: “Pattern” in Mintzberg’s 5Ps of Strategy

Sometimes, an organization may not have a formal

Some aspects that “Pattern” may involve are

4. Position: “Position” in Mintzberg’s 5Ps of Strategy is about

It includes decisions about which markets to compete in, what

unique value to offer, and how to differentiate from competitors.

It emphasizes understanding the broader competitive and socio-

Some aspects that “Position” may involve are market positioning,

5. Perspective: “Perspective” in Mintzberg’s 5Ps of

It’s about how the organization perceives its

Some aspects that “Perspective” may involve are

The formal process for defining company strategic

1. Corporate Level Strategy

Corporate strategies are the top-level of strategy in an

The corporate strategy defines the organization’s

Strategic Management Levels

In general, this is the group involved because they

A corporate strategy is generally broader than the other

Strategies at this level are more conceptual and

2. Business Strategy Level

The business-level strategy is the second tier in the

Sitting under the corporate strategy, the business

Strategic Management Levels

One thing to note, implementing this strategy

Strategic Management 1, 2, 3 & 4

Strategic Management 1, 2, 3 & 4