Art And Science Of Strategic Management

All these are strategic management.

Strategic management is the art and science of making, implementing and evaluating the goal of cross functional decision making.

The significance of strategic activities is to achieve and maintain competitive advantage.

In order to achieve this, strategic management requires comprehensive planning and management of marketing, financial accounting, R & D, production and informatization, rather than evaluation and adjustment, so as to achieve the success of enterprises.

It can be seen that strategic management activities must undergo three stages: planning, implementation, and evaluation to become a complete process.

This plan must be the resources of the enterprise, which can maximize the profit of the enterprise.

Once the strategic deviation will affect the competitive advantage and success or failure of a company for a long time.

From the enterprise culture, organizational structure, financial management, human resources to information system, all departments and management links will be affected, and closely cooperate with the implementation of the work.

The key lies in HR and finance.

Review the external environment, integrate the performance data, and formulate and implement the revised plan.

This is especially true for an individual, a market composed of different individuals.

With the changing market environment, many unforeseen and unknown things will happen before us.

Then, in the face of every strategy maker, is it necessary to make strategic decisions in terms of artistic creation or scientific research.

Under such a description, strategic management is an art, and managers should follow the rules.

However, it is undeniable that when the art is commercialized, the unique free and easy will fade away.

This is especially true for strategic management, because it is a part of the market activity and can not exist alone from the market.

Although it is changing all the time, it does not balance motion according to certain rules.

When it moves towards an unknown high-speed movement, experience will be of any use.

Experience is merely thinking and settling the known pactions.

At this time, strategic management has to pay attention to scientific research and analysis.

In a sense, the process of strategic management is to replicate the way of thinking of outstanding managers who know and are good at analyzing business practice and having good intuition.

However, as a strategy maker, it should be clear that there is no complete plan in reality and only fragments of information exist.

And these fragments are always scarce when you need them, and many of them are in the hands of information sellers.

This situation determines a skill that a strateger must master well: making reasonable assumptions about the unknown.

This can be seen as a process of experience and intuition.

When formulating a plan, we should get as much information as possible to guide the formation of assumptions and make clear statements in the plan.

Next is the analysis.

The next step is scientific method.

Demonstrate that your plan is feasible and does not exceed the operational capability of the enterprise.

They are: who, when, where, what to do, why and how to do it.

What the strategy makers want to elaborate on is these problems and concrete elaboration.

Finally, we compare and evaluate the plan with the company's existing action plan, so as to get an innovation breakthrough.