Backcasting as a strategic management tool for meeting VUCA challenges

2019 ◽  
Vol 12 (2) ◽  
pp. 298-312 ◽  
Author(s):  
Kent Thorén ◽  
Martin Vendel
Keyword(s):  
Strategic Management ◽  
Management Tool ◽  
Strategy Development ◽  
Strategy Formation ◽  
Content Type ◽  
Major Transitions ◽  
Strategy Process ◽  
Feasible Path ◽  
Core Idea ◽  
Interactive Workshop

Purpose Backcasting helps managers involve and align the organization throughout a strategy process. Its core idea is creating a logical path from a depicted future back to the present, to share, analyze and manage strategic challenges. Still its use in strategic management is under-researched. The purpose of this paper is to verify the relevance and validity of backcasting as a strategic management tool. It also analyzes and structures knowledge about backcasting and its practical application in strategic management. Design/methodology/approach This paper employs desktop research method to outline the benefits and limitations of backcasting for strategy formation under VUCA conditions. Findings Backcasting can help organizations overcome cognitive barriers and broaden the scope of options when analyzing future positions. The research provides insights regarding the potential and limitations of backcasting when addressing uncertainty and its drivers. For instance, it helps managers to assess and align visions; increase the understanding and clarity regarding complex dependencies; as well as improve strategic agility. Practical implications Backcasting is exceptionally useful for investigating possible futures and alternative paths to it. Backcasting is an interactive workshop-based method that challenges prevailing mindsets by assuming we are in the future, looking back towards today to find a feasible path when major transitions are necessary. With it, managers can deal with even the most uncertain decisions in a structured manner. Originality/value Backcasting for many reasons has a great potential as a tool for strategy development. It has been successfully applied in other fields but only to a limited extent in business. This paper formally examines its applicability in this context and demonstrates its relevance for dealing with VUCA challenges.

Reconciling the historical divide between strategy process and strategy content

2019 ◽  
Vol 25 (3) ◽  
pp. 401-427
Author(s):  
Craig Randall ◽  
Eric B. Dent
Keyword(s):  
Strategic Management ◽  
Historical Development ◽  
Design Methodology ◽  
Generic Model ◽  
Strategy Research ◽  
Content Type ◽  
Strategy Process ◽  
Wide Range ◽  
Core Concepts ◽  
Level Of Analysis

Purpose Early works in strategic management described strategy process and were quickly followed by a plethora of strategy content articles focusing on tools, theories, frameworks and models for use in strategizing. Subsequently, strategy research and pedagogy diverged along these lines and the two streams have not been satisfactorily reconciled. As the process incorporates content and content requires process, this paper seeks to answer the question; can some relational consistency and historical reconciliation be developed? The purpose of this paper is to propose a process/content interrelation and a generic model of strategizing. Design/methodology/approach The authors first identify the opportunity for this integration through the historical development of the two streams. The authors then review contemporary scholarly literature, strategic management textbooks and university syllabi to determine which elements of the strategy process and content are most frequently promulgated. Findings The authors discover a generally ubiquitous core of concepts, but great inconsistency in how they are emphasized, linked and/or applied. Beyond these core concepts, faculty syllabi included a wide range of more idiosyncratic content (appearing very infrequently – possibly related to instructor research or interest areas), such as blue ocean or game theory. The authors then propose a 2 × 2 matrix with axes of the level of analysis and stage of activity. The authors provide a populated matrix and discuss the implications of this matrix for future scholarship and teaching. Originality/value This paper begins a process of integrating the historical divide between strategy process and strategy content. It provides insights for classroom faculty, historians and practitioners.

A leader’s guide to an organization-wide strategy journey

2015 ◽  
Vol 43 (3) ◽  
pp. 15-24 ◽  
Author(s):  
Johan Aurik ◽  
Martin Fabel ◽  
Gillis Jonk
Keyword(s):  
Business Environment ◽  
Strategy Development ◽  
New Approach ◽  
Content Type ◽  
New Ways Of Working ◽  
Strategy Process ◽  
The Future ◽  
Managing Strategy ◽  
Portfolio Approach ◽  
Future 2

Purpose – The methodology for developing transformational strategy in a dynamic business environment described in this article is based on three principles: 1. Draw inspiration from the future. 2. Be organizationally inclusive. 3. Take a portfolio approach. Design/methodology/approach – The article guides leaders through the five steps required to implement the transition from a sequential and top-down strategy process to a continual and organizationally inclusive one. Findings – Making a portfolio of competitive opportunities part of program management and reporting requires more than a new approach to solving strategic puzzles. It requires new ways of managing strategy and new ways of working – not once but on a continual basis. Practical implications – Rather than thinking of strategy as a single perfect plan with a multi-year deployment cycle, think of it as a portfolio of competitive opportunities with each one managed throughout its life cycle. Originality/value – This article lays out in detail the process of shifting strategy development from focusing on research, analyses and extrapolations of current issues to looking to the future for strategic inspiration and purpose.

Permaculture approach: linking ecological sustainability to businesses strategies

2015 ◽  
Vol 26 (6) ◽  
pp. 795-809 ◽  
Author(s):  
Faiza Akhtar ◽  
Suleman Aziz Lodhi ◽  
Safdar Shah Khan
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Business Community ◽  
Business Strategies ◽  
Ecological Sustainability ◽  
Economic Returns ◽  
Global Business ◽  
Business World ◽  
Content Type ◽  
Strategy Process

Purpose – The purpose of this paper is to discuss the concept of ecological sustainability is attracting attention of global business community as neoclassical approach continues to fail in delivery. There is now an emerging need to explore new approaches towards balancing ecological and economic returns. The paper extends the philosophy of Permaculture into business domain and explores its compatibility to be integrated with strategic management perspectives. Design/methodology/approach – The study primarily conducts a review of Permaculture and Strategic Management domains and uncovers the compatibility between the two domains while arguing that the integration of Permaculture philosophy in business strategy would achieve sustainability. Findings – Permaculture philosophy is compatible with Strategic Management process for developing business strategies. It can incorporate ecological and social aspects for developing integrated strategy process for sustainability in organizations. Research limitations/implications – Focusing on financial and non-financial value addition contributed by organizations towards community would lead to long-term sustainability of the organization and the community which supports it. Originality/value – The study extends the emerging philosophy of Permaculture into the established domain of Strategic Management. Arguing that simultaneous equilibrium of capacities, resources and demands of stakeholders must be maintained for sustained economic success in business world.

Over half a century of strategic planning performance research – what have we been missing?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nii Amoo ◽  
George Lodorfos ◽  
Nehal Mahtab
Keyword(s):  
Systematic Review ◽  
Strategic Planning ◽  
Black Box ◽  
Strategy Implementation ◽  
Strategy Development ◽  
Content Type ◽  
The Past ◽  
Strategy Process ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to provide a review of literatures and previous studies on the relationship between strategic planning and performance and propose conceptual designs and hypotheses using multidimensional constructs to advance the understanding of this relationship, contribute to existing debates in the extant literature and make recommendations. Design/methodology/approach A semi-systematic literature and previous studies (studied by various groups of researchers within diverse disciplines) review approach has been used in this paper to contribute to the debate on whether strategic planning affects performance and how. Using more recent knowledge about the strategic planning concept, the semi-systematic review looked at how research within strategic planning has progressed over the past five decades and its relationship with performance. Findings In the past, the strategic planning performance relationship has been treated as a black box and this paper proposes that the conceptualisation of a number of constructs and the inclusion of strategy implementation will help converting the black box into a white box. To strengthen support for the debate regarding the relationship between strategic planning and performance this paper proposes a further conceptual/operational design, mathematical expressions and hypotheses to be tested empirically in further studies. The proposal provides a conceptualisation of the major constructs (strategy development; strategy implementation; and performance), and the use of strategy implementation as a mediator and/or as a moderator in the planning performance relationship. Research limitations/implications This study is limited due to fact that the findings have not been tested empirically, it is not a cross-sectional and/or a longitudinal research and only a limited number of dimensions of strategy development and strategy implementation have been used. In addition, the approach used is a semi-systematic review followed by quantitative thinking, which, in turn, typically assumes the relevance of and a warrant mainly from a positivist epistemology. Originality/value The proposed design developed in this paper ensures that core issues in planning performance relationships research are addressed. Furthermore, the inclusion of strategy implementation in planning performance relationship studies means that the whole chain of activities in the strategy process is being considered, drawing a complete and comprehensive conclusion on how strategic planning affects an organisation’s performance. In addition, by separating strategy implementation and by not combining it with formulation/formation activities will theoretically and analytically help to evaluate the importance or role of each stage of the strategy process. Moreover, the conceptualisation and operationalisation of the key concepts as multidimensional constructs contribute to past research gaps. Finally, this paper provides some clarity to many contradictory findings concerning the strategic planning and performance relationship.

Identifying a set of line manager personas to guide new product introduction strategy

2019 ◽  
Vol 47 (4) ◽  
pp. 34-42
Author(s):  
Karla Straker ◽  
Genevieve Mosely ◽  
Cara Wrigley
Keyword(s):  
Strategic Management ◽  
New Products ◽  
New Product ◽  
Leadership Team ◽  
New Product Introduction ◽  
Management Tool ◽  
Senior Leadership ◽  
Product Introduction ◽  
Content Type

Purpose The purpose of this paper is to introduce a new strategic management tool – the reverse persona. In doing so, the methods, use and benefits documented from a case study with a global franchisee organization are presented. Design/methodology/approach This tool was derived from working with a global franchisee organization sought to design and launch a new product into the market. The reverse persona was deployed through n=14 qualitative interviews with franchisee owners were conducted to understand their perceptions of customers, awareness and concern of competition and their willingness to take risks. These insights were collated to develop reverse personas for the senior leadership team within the organization. Findings Changing the scope of personas from external customers to internal employee development, can further strengthen the method’s effectiveness in decision-making and strategic management, particularly for the implementation and roll out of new products. Practical implications In the case study, the senior leadership team saw the manager persona as a strategic aid to, “Help target the implementation of new products in stores, select franchise owners for potential new roles and to deeply understand the motivations, challenges and attributes of their middle management contributing to the competitive advantage of the organisation.” Originality/value This article is the first to explore the use of personas for internal strategic planning use within a company.

Pairing intangible cultural heritage with tourism: the case of Mediterranean diet

2017 ◽  
Vol 12 (3) ◽  
pp. 269-284 ◽  
Author(s):  
Marios Sotiriadis
Keyword(s):  
Cultural Heritage ◽  
Strategic Management ◽  
Conceptual Framework ◽  
Success Factors ◽  
Empirical Studies ◽  
Integrated Approach ◽  
Management Tool ◽  
Intangible Cultural Heritage ◽  
Content Type ◽  
Practical Implications

Purpose The purpose of this paper is twofold: to suggest a conceptual framework for linking intangible cultural heritage (ICH) to tourism for managerial actions at destination level; and to empirically investigate and validate the value of this framework. Design/methodology/approach The paper proposes a conceptual framework for pairing ICH with tourism. The utility of this framework was empirically investigated by means of case study (Cretan Diet Festival, Greece) using the technique of interview. Findings Findings suggest that: the proposed framework constitutes a good as a planning tool useful in achieving an integrated approach and as a management tool in assessing the effectiveness of ICH projects; the crucial success factors in this area; and culinary-based festival could be a constructive platform on certain conditions. Research limitations/implications Because of its exploratory nature, the study has inherent drawbacks. The suggested framework should be finalised. Future studies could explore the perspective of visitors. More empirical studies are needed to provide further corroboration of the findings. Practical implications Practical implications of this is in the field of strategic management. It contributes to consider approach and adopt managerial action plans in the field of developing and implementing a mutually beneficial partnership between ICH and tourism. Originality/value It is the first study that suggests and empirically investigates a framework for linking ICH to tourism at destination level, taking a strategic management perspective. It provides an integrated approach incorporating the main issues.

Royal India food retail: struggling to stay fresh

2016 ◽  
Vol 6 (3) ◽  
pp. 1-30
Author(s):  
Aman Jhaveri ◽  
A. Anantharaman
Keyword(s):  
Strategic Management ◽  
Full Range ◽  
Business Environment ◽  
Management Program ◽  
Middle Level ◽  
Strategy Development ◽  
Clear Understanding ◽  
Food Retail ◽  
Indian States ◽  
Content Type

Subject area Strategic management. Study level/applicability Entry-level post-graduate management students at an MBA program; middle-level professionals in an executive management program. Case overview Royal India Food Retail (RIFR) is an organized food retailer, head-quartered in Delhi, India. The firm has established 180 outlets across the three Indian states of Delhi, Chandigarh and Punjab, selling fruits and vegetables, full-range of staples, grocery items and essential non-food items and fast-moving consumer good products. Since its inception, RIFR has been making losses, owing to both unfavourable external conditions and poor strategic management. In 2014-2015, RIFR reported earnings before interest, tax, depreciation and amortization (EBITDA) loss of Rs 46m as against Rs 276m in 2013-2014 and Rs 346m in 2012-2013. This case examines the problems of RIFR, against the backdrop of an unfavourable industry structure and the need for astute decision making, and poses the question of what the next step for RIFR should be. Expected learning outcomes Developing a clear understanding of the business environment; understanding the challenges faced by businesses in emerging markets; highlighting the dynamics of a volume-driven vis-à-vis a margin-driven approach to business strategy; and the importance of resources as critical elements of strategy development. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Strategic management in universities as a factor of their global competitiveness

2017 ◽  
Vol 31 (1) ◽  
pp. 62-75 ◽  
Author(s):  
Valentina Parakhina ◽  
Olga Godina ◽  
Olga Boris ◽  
Lev Ushvitsky
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Radical Change ◽  
University Education ◽  
Strategy Development ◽  
Regional Environment ◽  
Content Type ◽  
Global Competitiveness ◽  
Low Efficiency ◽  
Russian Universities

Purpose Modernization of Russian higher education is carried out with the purpose of its successful integration into the global educational environment. However, the contemporary management model of most Russian universities demonstrates a low efficiency level. The purpose of this paper is to identify the problems of organizing the universities’ strategic development and to seek the opportunities to achieve strategic competitiveness of Russian universities. Design/methodology/approach The basic research methods included the following: content analysis, expert evaluations, analysis of the modern concepts of universities strategic management, comparative analysis of high school practice of strategy development, and government regulations in historical perspective. Findings The major result of the study is the conclusion that the most important problem of the competitiveness of Russian universities is the lack of strategic flexibility. We can say that there is a structural nature of the management crisis affecting the whole system of university education. Over the past 25 years, there has been a radical change in the basic institutional conditions for the development of higher education institutions in Russia: the volumes and changed model of financing; the market landscape and the regional environment; the conditions and the nature of the interaction with international partners, etc. At the same time, in most cases, the platform of this system and standards of internal policy have remained unchanged. Russian education practically lost its individuality. This paper shows the experience of strategic management at leading federal and regional universities of Russia, analyzes the implementation of their development programs, and gives examples of best practices in the use of strategic planning tools. Originality/value The relevance and value of the paper is the following: for the first time, thorough attention has been paid to the accumulated potential of Russian universities, which has been formed over a long evolutionary path and now can be positioned as an important management resource in the organization of strategic management for enhancing the global competitiveness of the national system of higher education.

Strategy development through interview technique from narrative therapy

2017 ◽  
Vol 30 (1) ◽  
pp. 4-14 ◽  
Author(s):  
Anders Kryger
Keyword(s):  
Narrative Therapy ◽  
Organizational Context ◽  
Mission Statement ◽  
Action Plan ◽  
Management Tool ◽  
Strategy Development ◽  
Research Approach ◽  
Strategy Formulation ◽  
Content Type ◽  
Interview Technique

Purpose The purpose of this paper is to demonstrate the successful strategy formulation process of a new purchasing department at an international engineering group. Design/methodology/approach The strategy formulation was co-created by the department manager and employees at a storytelling workshop, facilitated with interview technique from narrative therapy, and later authorized by the business area director. The organizational intervention preceded the scholarly inquiry. Findings Employees’ retrospective storytelling about working at the company enabled them to formulate a joint mission statement using words and expressions from their own stories. Prospective storytelling enabled them to formulate a joint medium- and long-term vision and a corresponding action plan. This paper proposes interview technique from narrative therapy as a new practice-oriented strategic management tool and calls for further experimentation in rethinking best practices in strategy development. Originality/value Introducing narrative therapy interview technique in an organizational context is valuable because it may facilitate affinity of employees to strategy through storytelling thus contributing to contextualized strategy formulation and paving the way for subsequent implementation. This “from practice to research” approach can serve as inspiration for action researchers interested in driving organizational change.

CONCEPTS AND MECHANISMS OF COMPETITIVE STRATEGY REALIZATION OF AGRICULTURE ENTERPRISES OF RUSSIA

10.12737/7730 ◽  
2014 ◽  
Vol 9 (4) ◽  
pp. 9-13
Author(s):  
Егорова ◽  
Anastasiya Egorova ◽  
Кузнецов ◽  
Viktor Kuznetsov
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Competitive Strategy ◽  
Strategy Development ◽  
Sustainable Competitive Advantage ◽  
Strategy Formation ◽  
Agricultural Enterprises

The article discusses and clarifies the concept of “competitive strategy”, based on an analysis of the proposed definitions of domestic and foreign scholars in the field of strategic management. The authors systematized problems, associated with the competitive strategy development, during the survey of managers and employees of agricultural enterprises. Taking into account identified problems, the mechanism of competitive strategy formation and implementation of agricultural enterprises was given, which is aimed to achieving a sustainable competitive advantage in strategic areas.

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