Barrister Dr. Jimoh Ibrahim, CFR |
Sometimes,
the direction of activities may be in the form of competition. Here, things
like innovation, accelerated innovation, imitation, resources, skills, and
competitive advantage come into practical encounter to accelerate growth or warm
activities.
The centre
of activities may also be around all stakeholder interests in the form of
review of issues arising from employment, communities of operation (CSR),
customers, regulators, and investors. It may also be in the form of performance
for all measures and time horizons. Here, the key indicators are financial
measures, short-term, long-term, or social measures. We deploy the strategic
performance unit to coordinate the action booklet for feedback on reflections
on management encounter on specific issues in the strategic road map.
The domain
of strategy, or in my words, the ‘centre of activities’ of strategic engagement
in an organisation is interesting. It is the centre of gravity. And in my view,
this is where the opinion of Professor
Isaac Newton becomes relevant in the science of management. “For it is now safe to predict that the domain of strategy
can only be sustained if the force of the base of support is continuous. This
is because an object of the domain of strategy will fall if the centre of its
mass lies beyond its base of support.”
The applied
force on the object (domain of strategy) must be equal to the rate of change in
momentum with time. The force (determination) is necessary to maintain the
motion (domain of strategy or centre of activities that will achieve the goals)
if all is to be well in the organisation. In military (war) strategy, the force
(determination of the soldiers to fight the war) is necessary to maintain the
motion (operation to end the war). And when the centre of the mass lies beyond
its base of support, it becomes a matter of concern for the capacity to achieve
the desired result. What needs to be done is to change tactical approach in the
form of increased support for the force (the soldiers) in the form of importation
of more combat hardware and massive reforms in the welfare of the soldiers. It
may also involve strategic engagement of the geomorphology or a redefined
approach to climatology in specific cases. America would not have lost the
Vietnam War if it had paid attention to these strategic matters.
The domain
of strategy required in this particular case includes, apart from the military
tactical strategy, financial measures, long and short term time horizon and
some sort of social measures. These are more of priorities than all stakeholder
meetings at this time! Strategic engagement in the centre of activities
requires the six P’s. For instance, we Plan
to win the war with good base support for the gravity of our force; we Position our force for safety; we will
build our fort to enemy disadvantage as we Ploy
to launch strategic advantage with modern equipment in tactical attack, we Pattern our strategy on capturing the
enemy with minimum causality, the Philosophy
is that we must end the war. And in doing all of these, our Process must involve effective
information management for the benefit of our soldiers and all the
stakeholders, for which we require the loyalty of all. The CEO in a management
environment must appreciate not only the use of the Six P’s, he must know when
to use them.
For
instance, you cannot Position in the market when you do not have Philosophy.
You cannot Process when you have no Plan. So also, your failure or refusal to
Ploy with strategy of innovation will give you competitive disadvantage. A CEO
cannot Position in the market when his Process is weak. The Process includes
the offshoot of the Plan and the need for effective strategic alignment of the
strategic kits.
We cannot
run away from Plan, for we already know that the consequence of not planning is
actually planning to fail. If we Plan, we must know how to run the plan through
the other five Ps. The joy is in the result and the burden is in the lack of
knowledge, or not knowing what to do. Those who will do effective strategic alignment
and expect effective management of the corporation as a result, and more
importantly, those who will drive strategy, must have adequate knowledge of how
to engage strategic drivers.
So, the
strategist must drive and allocate resources to himself as the General first.
The strategist must also know and understand the workings of the Strategist as
Architect, the Chess master, the Orchestra Conductor and the Expedition Leader.
These attributes will determine whether the strategy will succeed or not. (Nationalmirror)
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