Organizational strategy can be defined by examining: the analysis of the strategy, the choice of strategies and the realization of strategies. The analysis of the strategy: the process begins with the definition of the mission and the long-term objectives of the company. Any choice has to predict its future evolution and continuously follow the undergoing of the process. The analysis of the strategy points out: what is or what should be the strategic position of the company towards the competing companies and the environment; decides the actions for achieving company’s goals and the relative times; chooses between the many options that present themselves; which competences and resources does the company have and how they can help to get a wide range of opportunities.
After the analysis of the strategy, different options that could lead to the realization of the company’s objective have to be valued and selected. In order to be successful, the strategy has to be, first of all, based upon the capacities and the competences of the company and it has to carefully choose in which position to collocate the company towards its rivals. All this means to build and defend the competitive advantages of the company.
To generate, value and select the best strategic solutions is the no.1. management responsibility of any company. But without the strategy the management would not have the principles capable of leading the organization, it would not have a plan for making competitive advantages and for responding at the expectations of the market.
Each company has a unique culture and its own personality. Each company has its own folklore that reflects the company values, and its own ways of dealing with problems, making decisions, doing things ...