![]() Relative ordination, degrees of freedom, and clarity of choice Get two years of work experience at a top-tier company Do well in business and management undergraduate modules Get an research assistantship with a business school professor Do well in GMAT. Get into an MBA programme at a top business school Sell 75% more of the same stuff Increase profit margin on stuff sold by 30% Create new stuff to sell Pay workers 15% less. Relatively super-ordinate goals are those which are “higher-level” or “more abstract.” Relatively sub-ordinate goals are those which are “lower-level” or “more concrete.” For instance: Rel. One way to think about goals is whether they are relatively super- or sub-ordinate. Recall: there is no objectively correct goal to pursue, only subjectively correct goals. All else equal, if the goal of the NHS is to maximise the number of patients treated, it would take very different actions compared to those it would take if its goal was to maximise the quality of treatment for all patients treated. Strategy is choosing actions to achieve goals-but goals must first be defined/chosen. This involves asking and answering two questions: Actions: What actions are available to be taken? How do they relate to the resources/constraints in the situation? How do they relate to the goals?īut before that analysis, there is a preceding analysis to be done.Situation: What resources and constraints exist within the organization? What resources and constraints exist in the organization’s environment?.Goals: What are the goals? How are they prioritized? How are they measured? How do they interact with each other?.Thinking strategically involves asking and answering a series of questions: The baseline assumption throughout is that strategy (or design) consists of in the to (What follows is a basic and generally applicable way to think strategically-but it is not the only way to think strategically.) Iterative design approaches (reflective conversations with problem-situations) in combination with the pursuit of relatively super-ordinated goals may be more appropriate for these kinds of problem-situations. Truly uncertain problem-situations do not permit clear choices about strategic responses.Risky problem-situations permit clear choices about strategic responses: the rule is to choose actions that maximise the expected utility of outcomes (a conventional risk-management approach).Uncertainty about what outcomes are preferred.Uncertainty about what outcomes any given action will produce.Uncertainty about what actions are possible.There are at least three successively more problematic sources of true uncertainty:.There are relatively more degrees of freedom in the types of actions that can be taken to achieve super-ordinate goals (compared to sub-ordinate goals).Before doing a strategic analysis, do a meta-analysis of the nature of the goals being pursued and the nature of the problem-situation.Underlying assumption about the nature of strategy (or design) What meta-level strategic thinking is Types of goals: super- and sub-ordinate Consequences of goal-type for freedom to act Types of problem-situations: risky vs uncertain Consequences of problem-situation-type for strategic choice Design thinking as an appropriate approach for uncertain problem-situations.
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