Identity and Strategy
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Identity and Strategy

How Individual Visions Enable the Design of a Market Strategy that Works

Olaf G. Rughase

This groundbreaking book explores the relationship between organizational identity and strategy and proposes a practical strategy making process that helps to avoid the typical pitfalls in strategic change processes. In doing so, the author bridges an important gap in management and strategy literature and explains how to practically link content and process when designing market strategies. A new conceptual framework is also presented which emphasizes the importance and dynamics of organizational identity and corresponding time discrepancies for strategy making.
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Chapter 5: How to Evolve a Desired and Attainable Market Strategy: Designing a Strategy Making Process

Olaf G. Rughase


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 enhance its ‘robustness’ and strategic value (section 4.2, p. 67); 83 84 ● Identity and strategy...

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