Strategic Lenses

Sharad Bajaj 10IB-054 Shekhar Sinha 10IB-056 Shriyas Bhartia 10IB-057

Definition
Strategic lenses is a concept of strategic management which provides different angles to view and implement strategy in an organization Generally, there are three lenses to view a strategy;

Different Strategic Lenses

Strategy as Design
y The design lens view strategy development as the deliberate

positioning of the organization through a rational, analytic, structured and directive process
y It is build on two basic principles:
y The managers are rational decision makers y Decision

making is based on optimizing the economic performance

Strategy as a Design : Characteristics

y Top-down approach to strategic decision making. It takes no input

y y y

from manager involved in day to day operations. Strategic decisions are imposed on them, they may resent this approach Suitable in fast and rapidly changing environment where decision making is separate from implementation They are rationally, thoroughly researched, analytically considered strategies made by experts Suitable where major cultural change required and where employees input is of less importance or they are not able to give their inputs may be because of lack of knowledge and willingness Can be used where close-control is necessary or where employee turn-over is higher

Strategy as Experience
y The experience lens view strategic development as the outcome

of individual and collective experience of individuals and their taken for granted assumption

Strategy as Experience : Characteristics

y Bottom-up approach to strategic decision making. Those involved in day to day

operation contribute their experience

y Requires negotiation or bargaining with lower level employees and has no risk of

resentment on the part of employees because they are involved in the process
y Suitable in stable, taken-for-granted cultural assumptions are dominant. Employees

are knowledgeable, committed to work

y Strategy based on historical information and are extension or modification of

previous strategies based on their outcome

y Can cause business being failed to take account of the changes in environment

which can be best identified at senior level and thus fail to respond to changing business needs
y Can be adopted in well-established organizations or business which have recently

being taken-over with owners does not have knowledge and experience of the business

Strategy as Ideas
y The idea lens sees strategy as the emergence of order

and innovation from the variety and diversify which exist in and around organizations y Idea lens is helpful in explaining the sources and conditions that help generate innovation in organizations

Strategy as Idea : Characteristics

y This approach requires innovation. These ideas can emerge from any level y y y y y

or anywhere in the organization Requires encouragement to employees to give their views and suggestions and a mechanism to accommodate these ideas into strategy Suitable in unpredictable macro-environment, where ability to respond to unforeseen situations is required Can be used by organization developing new product or breaking into different markets Can be used in innovative industries where innovation is the key to success. E.g. telecommunication industry and fashion industry Can be used in newly established business where owners as well as employees have little pervious knowledge and experience. They can benefit from pooling of knowledge and experience.

Three strategy lenses: a summary

Thank You