The state of the company is characterized by many variations: competition, power fluctuations, turbulence, complexity and change. All organizations must develop the ability to continue to understand themselves by changing themselves and their circumstances. Such situations include perfect restructuring, re-evaluating key processes and performing simple tasks that enable it to provide a source of competitive advantage. The goal is to get used to, to rejuvenate and most importantly, to survive. (McLean, 2006).
For a company to be successful today, strategists must find ways to increase the organisation’s ability to learn and respond to changes in industry and markets. They should know their goal of improving the company’s strategic flexibility by recognizing early disruptions and responding quickly.
Strategic flexibility or flexibility can be defined as the organisation’s ability to adapt to major changes in its external environment, to immediately provide resources for new studies to respond to those changes, and to identify and act swiftly when it is time to establish or transform existing resources. Adaptation means that leaders must not be caught up in a rigid worldview. The organization must see change as an inevitable and important part of the growth of the organization, in order to achieve this flexibility.
Uncertainty In The Environment
When there is uncertainty or uncertainty in the environment, managers tend to focus almost all of their energy on the effective implementation of the current strategy. Flexibility is the result of the ability to read; managers tend to ignore the negative and emphasize the positive. They need to know not only what led to the positive results but also what led to the negative consequences. This will improve their reading skills. According to Ford (2004) the four points of motivating and maintaining flexibility include challenging insecurity, giving all employees a voice, encouraging participatory work and dispelling fears in your team.
The companies selected for this job vary by industry: the famous automotive manufacturer (Ford), a corporate bank (Compass) and a software company (DawningStreams). Ford and Compass have been in business for a long time; they may change their strategic plan based on changes in strengths and styles. DawningStreams is new (established in 2005 and installed in 2007). Although they have not been sold for the first time and have no staff, the owners have developed several times their own strategies.
The organization must have a strategic management model.
Each company may inspect the same locations, but for different reasons. Considering technological advances, Ford is preparing to lead the market by having a wide range of electronic devices in its vehicles, as well as robotic robots with which to build and transport technology to maintain everything. Compass Bank surpasses mergers and expansion worldwide; therefore they will need to keep up with communication technology. DawningStreams is a software company; they will need to monitor those companies that may be competing with them to ensure that their product offers better performance. All three companies will ensure that potential buyers will be able to find good information on online websites and advertisements, including another technical area that organizations may need / want to scan.
To an outsider, it may seem unnecessary for anyone other than Ford to scan the (real) environment when it comes to issues such as pollution control, fuel efficiency and fake cars. Lastly, DawningStreams’ product can help as a file sharing service to environmental groups.
With regard to the legal environment, all three must be well versed in the rules, which affect their industry among others. For Ford, it applies legally, among other areas, to environmental protection laws and to the Department of Safety and Security. At Compass Bank, they will follow the rules of the Federal Reserve (www.federalreserve.gov) and the Federal Insurance and Deposit Corporation (www.fdic.gov). DawningStreams must follow the rules as it relates to file transfers, intellectual property and product shipments, with algorithms. All of these companies are global and will need to be aware of those laws in other countries, which may result in strategic planning.
IBM to Hewlett-Packard
In one company after another – from Sears to IBM to Hewlett-Packard to Searle, the strategy is also very much focused on high income and profit. With the help of a new generation of business strategists, companies are pursuing new ways to streamline new products, expand existing businesses, and build future markets. Some companies even use full-time strategic planning teams. Chairman Kent C. Nelson explains: “Because we make a huge bet on technology, we can’t spend a lot of money on one side and find that five years later