Strategic Lenses

The following are three strategic lenses into which strategy making process can be classified. For exam purpose any other framework reasonably discussed will be considered appropriate.

1. STRATEGY AS DESIGN.
   
   1. It is top-down approach to strategic decision making. It takes no input from manager involved in day to day operations. Strategic decisions are imposed on them, they may resent this approach.
      
   2. It is suitable in fast and rapidly changing environment. Where decision making is separate from implementation.
      
   3. They are rationally, thoroughly researched, analytically considered strategies made by experts.
      
   4. It is suitable where major cultural change required and where employees input is of less important or they are not able to give their inputs may be because of lack of knowledge and willingness.
      
   5. It can be used where close-control is necessary
      
   6. Where employee turn-over is higher.
      

      
       

2. STRATEGY AS EXPERIENCE.
   
   1. It is bottom-up approach to strategic decision making. Those involved in day to day operation contribute their experience.
      
   2. It requires negotiation or bargaining with lower level employees. It has no risk of resentment on the part of employees because they are involved in the process.
      
   3. It is suitable in stable, taken-for-granted cultural assumptions are dominant. Employees are knowledgeable, committed to work.
      
   4. It is strategy based on historical information. Strategies are extension or modification of previous strategies based on their outcome.
      
   5. It 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.
      
   6. It can be adopted in well-established organizations or business have recently being taken-over with owners does not have knowledge and experience of the business.
      

      
       

3. STRATEGY AS IDEA.
   
   1. It is approach requires innovation. These ideas can emerge from any level or anywhere in the organization.
      
   2. It requires encouragement to employees to give their views and suggestions and a mechanism to accommodate these ideas into strategy.
      
   3. It is suitable in unpredictable macro-environment, where ability to respond to unforeseen situations is required.
      
   4. It can be used organization developing new product or breaking into different markets.
      
   5. It can be used in innovative industries where innovation is the key to success. E.g. telecommunication industry and fashion industry.
      
   6. It 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.