How Individual Visions Enable the Design of a Market Strategy that Works
Chapter 5: How to Evolve a Desired and Attainable Market Strategy: Designing a Strategy Making Process
5. How to evolve a desired and attainable market strategy: designing a strategy making process In this chapter a general design for strategy making will be proposed which meets the requirements that have been formulated in this book to generate a desired and attainable market strategy. However, this chapter also suggests that this general design is not suﬃcient in practice because concrete operational steps and procedures that ﬁt the speciﬁc organization are key to successful strategy making. Thus, this chapter brieﬂy summarizes the detailed strategy making design that is then illustrated by means of a practical case study in Chapter 6. 5.1 FIVE CORE PROCESSES: INTEGRATING ORGANIZATIONAL IDENTITY AND ITS IMPACTS INTO STRATEGY MAKING Strategy making has been deﬁned as a process that is a deliberate intervention to reconﬁrm or redesign a strategy. However, such a deliberate intervention needs at least some degree of design that supports conversations and decisions between organizational members about important elements of a market strategy, strategic issues and questions. This allows strategy making to become a continuous learning process. Chapter 4 suggested that the design process should be organized around an investigation of organizational identity. It has been shown that the strategy making process should ● ● start with the revelation of individually desired organizational identities that are then used to create a shared desired organizational identity (section 4.1, p. 54); challenge and evolve this shared desired organizational identity through explorations into external opportunities and internal capabilities in order to test and...
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