For an organization to compete in nowadays dynamic business environment and fluctuating market

needs, an innovative strategy needs not only to be developed, but also well implemented. Although
strategic tools like for example Strengths, Weaknesses, Opportunities and Threats or SWOT, with
Internal and External focuses. We also have Political, Economic, Social-culture and Technology or PEST,
these are traditional tools along with BCG, and they have been used for years with many records of
success, however just relying on these tools irrespectively doesn’t necessarily lead to guaranteed
invincible market position. In fact, theses traditional tools are still considered a solid base to build upon.

Jarratt, D. and Stiles, D. (2010) aimed to emphasize real examples on what influences senior executives
in UK, to achieve their goals by practicing strategies corresponding to their organizational and
environmental circumstances, also to highlight that there is no specific method can be taken for
granted, there is always a room for better tuning.

The research arouses three prominent practice models, first one suits executives who can envision the
future based on present circumstances, it depends on traditional tools like SWOT practice and it is called
routinized practice., second one implies relationship and interaction between strategist, culture and
processes, experience encourages learning and creativity, this is called reflective practice, and the third
one considers incremental strategy while environmental are stable, and it is called imposed practice.

References:

For an organization to compete in nowadays dynamic business environment and fluctuating market
needs, an innovative strategy needs not only to be developed, but also well implemented. Although
strategic tools like for example Strengths, Weaknesses, Opportunities and Threats or SWOT, with
Internal and External focuses. We also have Political, Economic, Social-culture and Technology or PEST,
these are traditional tools along with BCG, and they have been used for years with many records of
success, however just relying on these tools irrespectively doesn’t necessarily lead to guaranteed
invincible market position. In fact, theses traditional tools are still considered a solid base to build upon.

Jarratt, D. and Stiles, D. (2010) aimed to emphasize real examples on what influences senior executives
in UK, to achieve their goals by practicing strategies corresponding to their organizational and
environmental circumstances, also to highlight that there is no specific method can be taken for
granted, there is always a room for better tuning.

The research arouses three prominent practice models, first one suits executives who can envision the
future based on present circumstances, it depends on traditional tools like SWOT practice and it is called
routinized practice., second one implies relationship and interaction between strategist, culture and
processes, experience encourages learning and creativity, this is called reflective practice, and the third
one considers incremental strategy while environmental are stable, and it is called imposed practice.

References:
For an organization to compete in nowadays dynamic business environment and fluctuating market
needs, an innovative strategy needs not only to be developed, but also well implemented. Although
strategic tools like for example Strengths, Weaknesses, Opportunities and Threats or SWOT, with
Internal and External focuses. We also have Political, Economic, Social-culture and Technology or PEST,
these are traditional tools along with BCG, and they have been used for years with many records of
success, however just relying on these tools irrespectively doesn’t necessarily lead to guaranteed
invincible market position. In fact, theses traditional tools are still considered a solid base to build upon.

Jarratt, D. and Stiles, D. (2010) aimed to emphasize real examples on what influences senior executives
in UK, to achieve their goals by practicing strategies corresponding to their organizational and
environmental circumstances, also to highlight that there is no specific method can be taken for
granted, there is always a room for better tuning.

The research arouses three prominent practice models, first one suits executives who can envision the
future based on present circumstances, it depends on traditional tools like SWOT practice and it is called
routinized practice., second one implies relationship and interaction between strategist, culture and
processes, experience encourages learning and creativity, this is called reflective practice, and the third
one considers incremental strategy while environmental are stable, and it is called imposed practice.

References:

For an organization to compete in nowadays dynamic business environment and fluctuating market
needs, an innovative strategy needs not only to be developed, but also well implemented. Although
strategic tools like for example Strengths, Weaknesses, Opportunities and Threats or SWOT, with
Internal and External focuses. We also have Political, Economic, Social-culture and Technology or PEST,
these are traditional tools along with BCG, and they have been used for years with many records of
success, however just relying on these tools irrespectively doesn’t necessarily lead to guaranteed
invincible market position. In fact, theses traditional tools are still considered a solid base to build upon.

Jarratt, D. and Stiles, D. (2010) aimed to emphasize real examples on what influences senior executives
in UK, to achieve their goals by practicing strategies corresponding to their organizational and
environmental circumstances, also to highlight that there is no specific method can be taken for
granted, there is always a room for better tuning.

The research arouses three prominent practice models, first one suits executives who can envision the
future based on present circumstances, it depends on traditional tools like SWOT practice and it is called
routinized practice., second one implies relationship and interaction between strategist, culture and
processes, experience encourages learning and creativity, this is called reflective practice, and the third
one considers incremental strategy while environmental are stable, and it is called imposed practice.

References: