Introduction

some of the text from the body of the question that relates it what will you be
writing later on.

Here starts your writing

The main six topic that was introduces during the Specialized Track of DBA Studies were carefully
selected to serve the main purpose of the Executive Doctorate of Business Administration.
DBA Holder is becomes prepared to occupy top management positions and practice top management
responsibilities.
The six topics discussed during the specialized phase is all linked to each other and linked to the main
subject of the which is strategy management, and bellow is a diagram that explain the relation between
the relation between all the subject and explains the sequence of that will followed in this paper of
answering the Comprehensive exam.

As seen in the diagram; there is a relation identified between the strategy management with it’s three
main phases (diagnosis, formulation and implementation) and the different subjects of the DBA
specialized study.
The diagram shows a link between the diagnosis phase and Knowledge management and innovation
(KM&I) and between strategy formulation and Leadership and entrepreneurship and finally between
Strategy implementation and negotiations and Quality management.
Finally the diagram exposes the relation between strategy implementation and change management
which is the subject that I and planning to work on in my final research or thesis.

Following the same sequence; bellow all elements of the diagram will be more defined and related to
each other and linked to the my line of business and at the end there will be brief synopsis about my
subject of research for my final thesis and linked to main topic of strategy management.
Strategic management is the main topic

1- Strategy Diagnosis

(a) performing a situation analysis (analysis of the internal environment of the organization).

(b) analyzing the organization's external environment, including major opportunities and threats; and

(c) identifying the major critical issues, which are a small set, typically two to five, of major problems,

1 -A-1 Knowledge management

Murray (1998) said KM is a strategy that turns an organization’s intellectual assets and the talents of its
members to produce new productivity, value and increase competitiveness.

It is important for the organization to undertake KM initiative by evaluating the environment in order to
understand what knowledge should be managed and the performance. organization that is capable to
manage knowledge successfully will also able to reflect the internal and external competitive strategy.

1-A -2 Relation to my field of business

the oil and Gas sector acquire, create, develop, share, transfer and apply knowledge to provide a return
on their intellectual assets. OGS or Oil and Gas Skills company is the example of developing in cultivating
in the knowledge management and innovation, it is complete entity that is specialized in this area and
was established in 2010 to be a starting point in resemblance to PETRONAS academy of Malaysia.

2-2 Formulation
2-2-1 Corporate Level Strategy: In this aspect of strategy, we are concerned with broad decisions about
the total organization's scope and direction.

(a) growth or directional strategy (what should be our growth objective, ranging from retrenchment, to
stability to vertical or horizontal growth or diversification.)

(b) portfolio strategy (what should be our portfolio of lines of business,) BCG & GE model

(c) parenting strategy (how we allocate resources and manage capabilities and activities across the
portfolio.)

2-2-2 Competitive Strategy (often called Business Level Strategy): This involves deciding how the
company will compete within each line of business (LOB) or strategic business unit (SBU).

2-2-3 Functional Strategy: These more localized and shorter-horizon strategies deal with how each
functional area and unit will carry out its functional activities to be effective and maximize resource
productivity.
2-A- Strategic Leadership / sector OBS.

Leadership plays a vital role in the formulation and implementation of strategies. It is considered as a link
that relates the strategic management process with the organization’s vision. It starts up the strategic
thinking by providing vision then it establishes a culture in which everyone knows what to do, what are
the values of the firm.

It is the duty of leadership to introduce the values or a corporate culture. It is the vision of leader that
provides base line for strategy formulation and its commitment ensure the implementation of strategy

Leadership is all about responsibility. Responsible leadership ensures the effectiveness of strategic
management process. It provides the base line for strategic thinking and by providing vision it directs the
organization towards strategy formulation.

2-A-1 Relation to my field of business

In the last 5 years oil and gas sector has introduced to egypt what is more than 5 ministers and a prime
minister and a governor.

oils and gas sector in general is a leadership farm that produces leader who can adapt , inspire and carry
the responsibility to lead the sector and when needed they can lead other sectors in the country.

the nature of oil and gas industry with the remote site and uncertainty of inspection work and DICTATED
to follow on the discoveries all require special type of leadership which is being nurtured and developed
consistently in the sector.

2-B Entrepreneurship and innovation / Joint Venture strategy selection

The fields of strategic management and entrepreneurship are becoming increasingly attached, in a
reality where firms need to be able to manage continuous change and maintain flexibility in order to
survive.

The idea behind se has progressively emerged over the past decades as a perspective on the intersecting
Dynamics between entrepreneurship and strategic management.

entrepreneurship is connected to exploration and holds the potential of setting the stage in new arenas
of competition, and leaving competitors far behind.

the ‘entrepreneurial mindset’, the ‘entrepreneurial culture’ and the ‘entrepreneurial leadership’, reflects
opportunity-seeking behavior; followed by the advantage-seeking strategic management of financial,
human and social capital. Next, creativity is applied in the development of the actual innovation, which
will provide the competitive advantage and wealth creation.
2-B-1 Relation to my field of business

the over all structure of the public oil and gas sector in Egypt is built over a light wait centralized ministry
with 5 arms of holding entities overlooking smaller entities of oil and gas companies, the oil and gas
companies are always growing and developing as a result of new explorations and with each and every
exploration there is a new joint venture that is coming to the world as the strategy of growth that is
chosen for the oil and gas structure and with each entity a new entrepreneurial operation is being
created and developed with strategic entrepreneurial leadership

3-Implementation

There are many (soft, hard and mixed) factors that influence the success of strategy implementation,
ranging from the people who communicate or implement the strategy to the systems or mechanisms in
place for co-ordination and control.

"• Allocation and management of sufficient resources (financial, personnel, time, technology support)

• Establishing a chain of command or some alternative structure (such as cross functional teams)

• Assigning responsibility of specific tasks or processes to specific individuals or groups

• managing the process. This includes monitoring results, comparing to benchmarks and best practices,
evaluating the efficacy and efficiency of the process, controlling for variances, and making adjustments
to the process as necessary.

3- A-TQM/continiuos improvement concept / quality is everyones responsibility

"Many researchers have examined the link between total quality management (TQM) and

organizational effectiveness. It has been observed that effective TQM implementations improve
organizational effectiveness, long-term profitability and financial returns."

"Content of TQM are distinguished based on the issue of two business management orientations:
customer orientation and process orientation."

Common factors between strategy implementation and TQM are:

1. COMMITMENT: All employees of the organization,

2. CULTURE: Organization must develop and follow a modern culture,

3. COOPERATION: Cooperation among employee,

4. CUSTOMER: For long-term survival of the business,

5. CONTROL: There must be effective control for monitoring and measuring

3-A-1 Relation to my field of business

TQM is in the heart of oil and gas sector specially with the high risks associated with the nature of the
industry, oil and gas strategy are recognized and implemented with strict quality procedures and wit the
highest standards

SIDPEC is one of the petrochemicals company in petroleum sector which implement the Lean Six Sigma
(LSS) Methodology as a new approach for Quality Improvement in all company sectors. Now SIDPEC has
two LSS Black Belt , certified from IQF and Quality America,

3-B Negotiations/international exploration agreements

Negotiations represent the communication aspect of strategy implementation

"Successful Negotiation must have:

1. Everyone believes the agreement meets their basic needs.

2. Each person believes others accept his or her concerns as legitimate.

3. All parties believe the process was fair and equitable.

4. Each person believes the other will keep the agreement.

5-The negotiators willing to have a “rematch” in the future

3-B-1 Relation to my field of business

The number of the oil agreements reached about 159 agreements in the last decade. Due to the large
number of agreements between petroleum sector in Egypt and the international companies, a long
sessions of negotiation should be held to agree for the

• Legal and contractual issues in petroleum agreements and the

• Financial issues in negotiations

3-C change management

We find the view of Z. Mikołajczyk as a closer one, according to which change management is a method
of strategic management in the company (philosophy of permanent changes) (Mikołajczyk 2004).
Implementation of the new strategy requires changes both in static aspect (structure) and dynamic
aspect (processes).

I realized the importance of organizational readiness for change and recognized the direct relation
between organizational readiness and the implementation of any required change.

My research is mainly focused on the worthiness of having a change management system installed in any
organization, and on measuring the relation between different change management models and the
level of organizational readiness for change

I aim by this research to explore the need for change management systems to be installed in
organizations in all times and not only during times of change.

Primary data gathering with be by distributing a questionnaire on change management professionals

worldwide via means of social media and exclusive clubs of change management professionals.

Conclusion

This conclude my attempt to demonstrate the relation between all the major subject of the specialized
phase of my DBA study and linking it to my field of business. As demonstrated the link is very strong and
synergetic which gives additional value to the study and practice.