Feasibility When it comes down to it, the feasibility portion of the SAF strategy model is really the make or break of any chosen strategy.
Johnson and Scholes talk about 'strategic lenses', which are three ways of viewing what can be meant by the term 'strategy'. Broadly, information about the organisation and its environment is collected and rational decisions are made about future courses of action.
Managing change. Intellectually, this is justified by saying that planning takes too much time and is too constraining. Key factors are often summarised as opportunities and threats.
Give Feedback Strategy into action implementation Implementing a strategy has three elements. Alternative approaches to strategy development Emergent strategies The research of Mintzberg suggests that few of the strategies followed by organisations in the real world are as consciously planned as the approaches above suggest.
Business Strategy Looks at how each strategic business unit SBU attempts to achieve its mission within its chosen area of activity.
Johnson, Scholes and Whittington argue that a strategy must satisfy these three criteria before it can be successful, and because of this, the use of a SAF strategy model is a great way to fairly weigh up all of your options.
Strategy There is no universally accepted definition of strategy, and the word is used in different contexts to mean different things. Although there are techniques for evaluating specific options, the selection is often subjective and likely to be influenced by the values of managers and other groups with an interest in the organisation.
Those alternative names give some insight into the nature of strategic planning. How autonomous should divisions be? A new product emerges, which eventually opens up a new market.