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thinking and explain how it exists within YOUR Company’s approach to strategic
management.
According to (Ritson, 2011), there is a great need for organizations to come up with
strategies in order to achieve the agreed goals and objectives in this modern business
technology, social changes, and rivalry from other organizations and so on. In this case
with great strategies for an organization, the practice of strategic management has to be
implemented constantly. In recent years, there have been changes to the idea of
referred to as systems thinking. According to Ackoff (2006), the idea of systems thinking
has not been adopted or has not yet been fully incorporated other contingent
Strategic Management
from the main departments of the organization that include production or operations,
to provide a purpose and direction to the organization in the same environment (Ritson,
2011).
David (2011) stated that the idea of strategic management focuses on achieving and
management as the art and skill that involves formulating, implementing, and evaluating
the cross-functional decisions that enable an organization to realize its desired goals.
Organizations need a purpose and direction to guide them through their operations and
this is achieved through strategy. According to (Hofer and Schendel, 1979) cited in
(Ritson, 2011), a strategy is an intervening force between and company and its
environment. Johnson et al, (2011), defined strategy as a long term direction and scope
Jarratt and styles (2010) highlighted two types of strategies namely deliberate and
emergent strategies. According to (Jarratt and styles, 2010) deliberate strategies are
mainly formalized. The deliberate strategies are process-based, planned and enforced,
stated in Cardoso and Lavarda (2011), deliberate strategies represent a formal practice
of strategy; in this case the strategy is developed top-down and involves only top
management. Ritson (2011) also indicated that these strategies are formulated where
there are precise intentions drafted and enforced by the central leadership.
Cardoso and Lavarda (2011) indicated that emergent strategies are related to
processes from daily activities and decisions. In emergent strategies, the whole
al, 2011) emergent strategies are not developed on the basis of long-term planning. The
strategies emerge over time as a series of decisions. This generally develops a pattern
which becomes clear over time and are said to emerge when deliberate strategies have
Strategic thinking has evolved due to the dynamic nature of the business environment.
Systems Thinking
Ackoff (2015) supports the idea of (Stacey, 2011) by defining a system as a whole that
contains two or more parts. According to (Ackoff, 2015), in this system, each part can
affect the behavior of the whole and a system is a whole that cannot be divided into
organization has five departments namely, Finance, Credit Risk, Loan Officers, Debt
Collection and Sales Departments. The important targets of ABBA Financial Services
such as efficiency, profitability, continuous existence and so on develop out of how its
departments interrelate and not how they act discretely. In this case, as stated in
are properties of the organization which none of its departments have. This idea defines
the concept of systems thinking which has not been fully adopted by ABBA Financial
Ackoff (2015) further emphasized that between any two parts of an organization; there
should be a direct and an indirect path. Basically, if one groups the parts of an
organization into subdivisions, then each subdivision will have an effect on the
properties and the behavior of the entire organization and none will have an
different departments that perform interrelated tasks in order to facilitate the operations
of the organization. However, this is not the case at ABBA Financial Services where not
Ackoff (2015) also supported this view by stating that the most common rule of
management in the Western countries is ‘divide and conquer’. In this case, the
effective as possible. He stated that this is done on the supposition that through
possible. However, at ABBA Financial Services, the divide and conquer management
approach does not always work. This is evidenced in the year 2017 when the company
achieved the highest profitability since it was formed although the debt collection
department was poorly managed and underperforming. The company mainly focused
on the effective management of the sales department, loan officers department, finance
Ackoff, (2015) also confirmed the relevance of the 2017 profitability results at ABBA
Financial Services. In his view, the effective management of the departments does not
hardly appraise the performance of their departments in terms of their contribution to the
entire organization as a whole but instead are always assessed based on their own
performance. This is also the case at ABBA Financial Services as the departments are
appraised in terms of their short term plans (STPs) or targets. Just like ABBA Financial
Services, (Ackoff, 2015) indicated that some organizations are operated anti-
departments.
arguments that offers the best possible solution to organizational difficulties. In this
case, nobody owns a difficult as every difficult situation is universal and affects the
The idea of systems thinking stipulates that no problem ever stays solved as every
essential to solve a problem by de-solving it. This is achieved through re-designing the
system that has the problem so that the problem no longer exists (Ackoff, 2015). This
view of systems thinking has partly been practiced by ABBA Financial Services as some
of the organizational departments, rules and policies, culture has where re-designed in
in 2017 in order to improve the performance of the organization and survive the rivalry
organization should not be reformed unless it makes the entire organization enhanced.
the departments better but need to consider the impact of changing a department on the
formulate a design. This is because it is only by design that an organization deals with
the whole and moves to its departments. In this case, the whole is dealt with before the
parts are created to fit the whole (Ackoff, 2015). However some organizations including
ABBA Financial Services mainly design their departments to fit the whole, which is he
According to (Uhl-Bien at el, 2007), the leadership models of the last century have been
models are very effective for an economy premised on physical production. However,
they are not well-suited for a more knowledge-oriented economy. In this dynamic and
from which adaptive outcomes such as innovation, learning and adaptability develop.
Mitleton-Kelly (2001) further indicated that in a complexity perspective, organizations
Basically this notion changes the organizational thinking about strategy and
and with ideas, and with the effects of communications within the organization, as well
modern organization such as ABBA Financial Services, all the interrelated components
changes the way management view strategic thinking in the process of strategic
management.
and a way of seeing the world. An example of a complexity theory is connectivity and
interdependence, where (Mitleton-Kelly, 2001) states that complexity arises from the
inter-relationships, inter actions and inter connectivity of elements within a system and
between a system and its environment. This therefore supports the idea by (Stacey,
2011) that none of the parts in a system has an independent effect on the whole. In
relation of ABBA Financial Services, there are limited views on this idea as the
what other departments are doing applies at times in terms of the operations at ABBA
Financial Services. As stipulated by Ackoff, 2015), this is because the components and
and interdependence theory of complexity promotes the idea of systems thinking and
affects the way that strategic thinking is viewed within organizations. However, some
organizations such as ABBA Financial Services have adopted the notion of systems
Mitleton-Kelly (2001) indicated that in a human system, connectivity refers to the idea
that a decision or action made by any individual, organization, institution or group has
an effect on all other related individuals and systems as they are interconnected. This
was also supported by (Ackoff, 2015) in his idea of systems thinking where he indicated
that when a whole is dissembled, it loses its vital properties and so do all of its parts
because they lose their connection. As an example (Ackoff, 2015), indicated that if an
automobile is to be dissembled in a room and all its parts are retained, the result will not
because the automobile in this case is the product of the interaction of its parts and not
the sum of the parts taken separately (Ackoff, 2015). This idea applies to modern
Financial Services are to be separated so that they exist and operate on their own, the
management is that in any system when one improves the performance of the parts
taken separately, the performance of the whole does not necessarily improve and
best parts of different auto mobiles are gathered in order to combine them to make a
new and improved auto mobile, the result would not be an automobile because the
parts do not fit. The whole idea is that it is basically the way the parts fit together that
determines the performance of a system and not on how they perform taken separately
(Ackoff, 2015). However, this view has not been considered at ABBA Financial Services
as little concentration and practice has been done in relation to systems thinking.
However according to (Mitleton-Kelly, 2001), the idea of complexity does not support
(Mitleton-Kelly, 2001) the larger the interdependence among related systems the more
the disturbance of a move or action by any entity on all other related entities. This idea
supports the notion of systems thinking as it suggests that when an entity attempts to
increase its position, this may result in a deteriorating conditions for other entities. This
is probably because the move by the entity may be costly on entities with in the same
Kelly, 2001), suggests that connectivity relates not only to components inside an
adaptive moves of each entity alter the landscapes of its neighbors. According to
(Mitleton-Kelly, 2001), a single entity alters the context of others therefore co-evolution
The systems thinking approach also applies to this idea of co-evolution in form of the
principle of degree of connectedness which implies that contribution made by one entity
will depend on related individuals. This also applies to ABBA Financial Services where a
contribution by the Finance or Sales department depends on and also has an effect on
the related departments within the same organization or other competitor organizations.
According to (Uhl-Bien et al, 2007) complex adaptive systems are open and
are cooperatively bonded by mutual drive. Complex Adaptive Systems basically consist
of interacting agents that evolve. One guiding principles of complex adaptive systems
In complex adaptive systems, representatives, proceedings, and ideas bump into each
other in an unpredictable way, and alteration arises from this dynamic interactive
process. This is because of this unpredictability, and the fact that complex dynamics
2001), a complex system is not simply constituted with a collection of many interacting
parts. Basically, a number of entities are capable of interaction together and create
departments can create complex interrelationships that cannot be predicted hence the
need for emergent strategies. These entities are capable of alteration and development
and can generate new order and consistency and this is one of the keys features that
with a group or an entire company as they create coherence which is a key significant
feature of complexity. They can create new ways of working, new structures and
different relationships and also change their rules of interaction. Therefore this generally
defines systems thinking which supports the re-design of the organization as a whole in
undertaking of strategy. It focuses on issues like who does it, what they do, how they do
it, what they use, and what insinuations this has for determining strategy. Strategy as
and Spee, 2009), strategizing includes the actions, communications and consultations
of several actors and the situated practices that they draw upon in realizing that activity.
Basically, in recent years, they have been changes in strategic thinking and this has
(Ackoff, 2006), not many organizations have adopted the notion of systems thinking.
Through observation at ABBA Financial services, it is also clear that the idea of systems
thinking has been adopted on a lesser extent. The main reasons for lack of adoption
expressed by (Ackoff, 2006) being natural resistance to change and that most
organizations are afraid of making mistakes in their quest to practice systems thinking.
According to (Ackoff, 2015), once adopted, systems thinking promotes the success of
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