Summary of Strategy – An International Perspective
Chapter 1 – Introduction
Definition: A clear definition could be “a careful plan or method for achieving a particular goal
usually over a long period of time.” Many strategy gurus do not agree with this definition. The true
meaning of strategy can only be understood by examining the diversity of insights and acknowledging
that there is no simple answer to the question of what strategy is.
Strategy is mostly applied to so-called wicked problems. These are problems that cannot be solved.
Strategizing, missioning and visioning
Two inputs for strategy are the cognitive process of the individual (strategizing) and the purpose as
the impetus for strategy (missioning and visioning). The idea that individuals strategize on a rational
basis has been heavily criticized. Many authors believe that strategy is rather based on imagination and
instict. Also, it is often believed that a company‟s reason of existence is self-evident, but in reality
each company has its own reasons to exist (mission). Some of the most important rules of missioning
and visioning are that your strategy has to fit within your mission statement and that it should be a way
to achieve your vision.
There are two ways of approaching strategy: the tools-driven approach and the problems-driven
approach. The most relevant approach is the latter: understanding problems come first, while
searching for the appropriate tools is based on the type of problem. Key strategy issues are first
identified and then each is looked at from the perspective of the most appropriate theories.
R. van Stel
, Strategy dimensions: Content, process and context
Strategy content
Strategy content is the combined decisions and choices that lead a company into the future. It is
concerned with the what of strategy: what is, and what should be, the strategy of the company and
each of its constituent units? The strategy content can be applied on functional, business, corporate
and network level (see figure 1.2).
Strategy process
Strategy process has to do with the manner in which strategies come about. It is concerned with the
how, who and when of strategy: how is, and should, strategy be made, analyzed, dreamt-up,
formulated, implemented, changed and controlled; who is involved; and when do the necessary
activities take place? The idea that strategy process can be divided into analysis, formulation and
implementation has been heavily criticized. Other authors state that the process is messier, and can
rather be divided in forming, changing and innovating.
Strategy context
Strategy context is the set of circumstances under which both the strategy content and the strategy
process are determined. It is concerned with the where of strategy: where (i.e. in which firm and which
environment) are the strategy process and strategy content embedded? The question is whether a
manager has to adapt his strategy to the context or whether he determines the context through his
strategy. Others say that the context cannot be influenced at all (adapt or die). An alternative idea is
that strategy context can be divided into organizational, industry and international context.
R. van Stel
Chapter 1 – Introduction
Definition: A clear definition could be “a careful plan or method for achieving a particular goal
usually over a long period of time.” Many strategy gurus do not agree with this definition. The true
meaning of strategy can only be understood by examining the diversity of insights and acknowledging
that there is no simple answer to the question of what strategy is.
Strategy is mostly applied to so-called wicked problems. These are problems that cannot be solved.
Strategizing, missioning and visioning
Two inputs for strategy are the cognitive process of the individual (strategizing) and the purpose as
the impetus for strategy (missioning and visioning). The idea that individuals strategize on a rational
basis has been heavily criticized. Many authors believe that strategy is rather based on imagination and
instict. Also, it is often believed that a company‟s reason of existence is self-evident, but in reality
each company has its own reasons to exist (mission). Some of the most important rules of missioning
and visioning are that your strategy has to fit within your mission statement and that it should be a way
to achieve your vision.
There are two ways of approaching strategy: the tools-driven approach and the problems-driven
approach. The most relevant approach is the latter: understanding problems come first, while
searching for the appropriate tools is based on the type of problem. Key strategy issues are first
identified and then each is looked at from the perspective of the most appropriate theories.
R. van Stel
, Strategy dimensions: Content, process and context
Strategy content
Strategy content is the combined decisions and choices that lead a company into the future. It is
concerned with the what of strategy: what is, and what should be, the strategy of the company and
each of its constituent units? The strategy content can be applied on functional, business, corporate
and network level (see figure 1.2).
Strategy process
Strategy process has to do with the manner in which strategies come about. It is concerned with the
how, who and when of strategy: how is, and should, strategy be made, analyzed, dreamt-up,
formulated, implemented, changed and controlled; who is involved; and when do the necessary
activities take place? The idea that strategy process can be divided into analysis, formulation and
implementation has been heavily criticized. Other authors state that the process is messier, and can
rather be divided in forming, changing and innovating.
Strategy context
Strategy context is the set of circumstances under which both the strategy content and the strategy
process are determined. It is concerned with the where of strategy: where (i.e. in which firm and which
environment) are the strategy process and strategy content embedded? The question is whether a
manager has to adapt his strategy to the context or whether he determines the context through his
strategy. Others say that the context cannot be influenced at all (adapt or die). An alternative idea is
that strategy context can be divided into organizational, industry and international context.
R. van Stel
