The complexity of strategic decision making becomes more apparent, the deeper the exploration of the subject. Even this chapter, which appeared to be self contained,and indeed was when I wrote the original in the first edition of this book, has thrown up a need to look more deeply into the strategy of technology (and I will link this later to some thoughts about manufacturing strategy), and the human issues in acquisition. To neglect the people issues would mean that we are looking at strategy and not strategic management. We have yet to explore any of the thinking about global strategy.
The top principles of strategic thinking which emerged from the analysis were:
Successful strategy is not about doing what everyone else does, nor is it always a question of doing only one thing. Akira Sawayama is the managing director of Tokyo-based consultancy Yahagi Consultants. In a presentation he made at a forum of the Japan Strategic Management Society in December 1996 (which he later wrote into an article for me) he revealed his research into the top-performing Japanese companies. He studied companies other than pharmaceuticals, with pre-tax earnings of more than 10 billion yen.
One criterion was that the definition of success meant that they had to have exceeded the peak performance they had reached up to the bursting of the Japanese economic bubble. There were twenty-one such companies, whose performance was analysed over the period 1990 to 1995. The successful companies:
Successful companies have created a new strategic focus, and changed their cultures and the processes which drive the cultures.
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Strategic Management Tutorial
From Planning To Strategic Management And Beyond
Strategic Management: Success Or Failure?
A Look At The Total Process
The Challenge Of The Future
The Environment: Assumptions In Planning
Techniques For Assessing The Environment
Business Philosophy (ethics And Morality) And Strategic Management
The Corporate Appraisal – Assessing Strengths And Weaknesses
Analysing The Industry And Competitors
Analysing The Uk Management Development And Training Industry: A Case History
The Search For Shareholder Value
Vision And Objectives
Strategic Portfolio Analysis
Portfolio Analysis In Practice
Strategic Planning – A Second Look At The Basic Options
Multinational And Global Strategy
Technology And Manufacturing
Strategic Planning For Human Resources
Relating To The External Environment
Evaluating A Business Plan
Project Planning And Appraisal
From Plans To Actions
Management Of Change
Introducing Strategic Management
Why Planning Sometimes Fails
Strategic Management To Strategic Change?
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