V. Strategy- Fifth Step of Strategic Planning and Management.

V.                 Strategies: Fifth step of Strategic Planning and Management:

The word “strategy” is derived from the Greek word “stratçgos”; stratus (meaning army) and “ago” (meaning leading/moving).

Key improvement strategies are high-level actions that the organization will use to achieve its goals, targets and objectives. They represent the organization’s ‘theory of action’; that is, the organization’s understanding of the logically connected steps or high-level actions that need to be put into place to achieve improvement. For example, an organization’s theory of action could include the notion that if employees undertake targeted professional learning that is aligned with the school’s teaching and learning priorities, then this will improve teacher practice, which will, in turn, improve student learning outcomes. The leadership of the organization can articulate their theory of action so that staff understand why they are doing what they do and what they are aiming to achieve.

Difference between Strategy and Action Plan:

A strategy is simply a course you choose to take to achieve your goals and objectives. To complete the course, you have to take specific steps that propel you forward. These are your action steps.  

Let’s use an example to illustrate how goals, strategies and action steps all relate to one another. Let’s say that in one year you want to write an English Grammar book. This is a big goal, and you’ll need a comprehensive plan to help keep you on track to achieve it. Strategies are abundant, and it’s up to you to develop the map that will work best for you. Here are some strategies that you might choose to include to get you to your goal:

• Research the literature
• Know about the curriculum development process
• Create a writing schedule
• Benchmarking and making standards
• Write one chapter a week

These are all strategic points that will move you forward toward your goal, but they won't happen by themselves. You have to assess each strategy and create specific action steps to make it happen. Let's look at your first strategy: "Research the Great Depression". What action steps do you need to do to make this happen? Here are a few that I can think of:

• Schedule two mornings a week to spend in the library about the literature Research.

• Study well known Grammar Books
• Purchase few Grammar textbooks
• Make a list of experts on writing grammar books
• Develop a system for taking and organizing notes for easy retrieval

Developing action steps help make large goals and objectives more achievable and gives you a clear path toward success. The idea of writing a whole book may seem impossible on its own, but buying books, requesting an interview and doing research at the library are all simple and achievable action steps. Little by little you’ll cross action steps off your list until one day you’ll type The End on the last page of your completed book.

 

The following should be considered when specifying key improvement strategies:

·         There is a clear link between the key improvement strategies chosen and the organization’s goals and targets.

·         The key improvement strategy is comprehensive, complete and appropriate

·         The key improvement strategy is feasible and sustainable over the five years

·         The achievement of the key improvement strategies can be operationalized and measured (that is, broken down into actions).

·         The key improvement strategy is easily understood and able to be articulated in simple terms to staff and the organization community.

·         Data, achievement milestones and other evidence of achievement can be collected and reported on regularly.

·         Staff and the wider community accept the key improvement strategy as appropriate.

 

A strategy is an action that managers take to attain one or more of the organization's goals. Strategy can also be defined as "A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process".

A strategy is all about integrating organizational activities and utilizing and allocating the scarce resources within the organizational environment to meet the present objectives. While planning a strategy it is essential to consider that decisions are not taken in a vacuum and that any action taken by a firm is likely to be met by a reaction from those affected, competitors, customers, employees or suppliers.

 

Strategy can also be defined as knowledge of the goals, the uncertainty of events and the need to take into consideration the likely or actual behaviour of others. A strategy is the blueprint of decisions in an organization that shows its objectives and goals, reduce the key policies and plans for achieving these goals, and defines the business the company is to carry on, the type of the economic and human organization it wants to be, and the contribution it plans to make to its shareholders, customers and society at large.

Features of Strategy

1. A strategy is Significant because it is not possible to foresee the future. Without perfect foresight, the firms must be ready to deal with the uncertain events which constitute the business environment.
2. Strategy deals with long term developments rather than routine operations, i.e. it deals with the probability of innovations or new products, new methods of productions or new markets to be developed in future.
3. A strategy is created to take into account the probable behaviour of customers and competitors. Strategies dealing with employees will predict employee behaviour.

A strategy is a well-defined roadmap of an organization. It defines the overall mission, vision and direction of an organization. The objective of a strategy is to maximize an organization’s strengths and to minimize the strengths of the competitors.

Strategy, in short, bridges the gap between “where we are” and “where we want to be”

Strategies at Different Levels of Business:

In an organization, strategies can exist at all levels – right from the overall business to the individuals working in it. Here are some common types of strategies:

• Corporate Strategies – These are also explicitly mentioned in the organization’s Mission Statement. They involve the overall purpose and scope of the business to help it meet the expectations of stakeholders. These are important strategies due to the heavy influence of investors. Further, corporate strategies act as a guide for strategic decision-making throughout the business.
• Business Unit Strategies – These are more about how a business competes successfully in a particular market. They involve strategic decisions about:
• Choosing products
• Meeting the needs of the consumers
• Gaining an advantage over the competitors
• Creating new opportunities, etc.
• Operational Strategies – These are about how each part of the business is organized to deliver the corporate and business unit level strategic direction. Therefore, these strategies focus on the issues of resources, people, processes, etc.

What are the criteria for developing a good strategy?

Strategies for your community initiative should meet several criteria.

Does the strategy:

• Give overall direction? A strategy, such as enhancing experience and skill or increasing resources and opportunities should point out the overall path without dictating a particular narrow approach (e.g., using specific skills training program).
• Fit resources and opportunities? A good strategy takes advantage of current resources and assets, such as people's willingness to act or a tradition of self-help and community pride. It also embraces new opportunities such as an emerging public concern for neighbourhood safety or parallel economic development efforts in the business community.
• Minimize resistance and barriers? When initiatives set out to accomplish important things, resistance (even opposition) is inevitable. However, strategies need not provide a reason for opponents to attack the initiative. Good strategies attract allies and deter opponents.
• Reach those affected? To address the issue or problem, strategies must connect the intervention with those who it should benefit. For example, if the mission of the initiative is to get people into decent jobs, do the strategies (providing education and skills training, creating job opportunities, etc.) reach those currently unemployed.
• Advance the mission? Taken together, are strategies likely to make a difference in the mission and objectives? If the aim is to reduce a problem such as unemployment, are the strategies enough to make a difference in rates of employment? If the aim is to prevent a problem, such as substance abuse, have factors contributing to risk (and protection) been changed sufficiently to reduce the use of alcohol, tobacco, and other drugs.

WHY DEVELOP STRATEGIES?

Developing strategies is really a way to focus your efforts and figure out how you're going to get things done. By doing so, you can achieve the following advantages:

• Taking advantage of resources and emerging opportunities
• Responding effectively to resistance and barriers
• More efficient use of time, energy, and resources

When should you develop strategies for your initiative?

Developing strategies is the fifth step in the VMOSA (Vision, Values, Mission, Objectives, Strategies, and Action Plans) the process outlined at the beginning of this chapter. Developing strategies is the essential step between figuring out your objectives and making the changes to reach them. Strategies should always be formed in advance of taking action, not deciding how to do something after you have done it. Without a clear idea of how your group's actions may waste time and effort and fail to take advantage of emerging opportunities. Strategies should also be updated periodically to meet the needs of a changing environment, including new opportunities and emerging opposition to the group's efforts.

Organize a brainstorming meeting with members of your organization and members of the community:

Remember, people will work best in a relaxed and welcoming environment. You can help achieve this by:

• Making meetings a place where all members feel that their ideas are listened to and valued, and where constructive criticism may be openly voiced. To help meet these goals, you might post some "ground rules" so people feel free to express themselves. Ground rules might include:
• One person speaks at a time
• No interrupting each other
• Everyone's ideas are respected
• Bringing fans or heaters (if needed) so people will be comfortable.
• Asking members to escort each other home or to their cars, the subway, or the bus stop if the meeting runs late.
• Providing refreshments. Never underestimate the power of homemade food, drinks, and other treats.

Review your vision, mission, and objectives to keep you on the right track:

It is helpful to review your mission, vision, and objectives to ensure that your strategies are all aligned with the goals expressed in your previous work.

Work together to brainstorm the best strategies for your initiative:

The following list of questions can be a guide for deciding on the most beneficial strategies for your group:

• What resources and assets exist that can be used to help achieve the vision and mission? How can they be used best?
• What obstacles or resistance exist that could make it difficult to achieve your vision and mission? How can you minimize or get around them?
• What are potential agents of change willing to do to serve the mission?
• Do you want to reduce the existing problem, or does it make more sense to try to prevent (or reduce the risk for) problems before they start?
• How will your potential strategies decrease the risk of experiencing the problem?
• What potential strategies will affect the whole population and problem?
• What potential strategies reach those at particular risk for the problem?