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    SDWW

    Uploaded by

    rahul Tolwani
    sadasd

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    © All Rights Reserved
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    SDWW

    Uploaded by

    rahul Tolwani
    6 views1 page
    sadasd

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    sdww

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    sadasd

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    6 views1 page

    SDWW

    Uploaded by

    rahul Tolwani
    sadasd

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 1

    Good morning to all!

    Our group will now concentrate on how firms can fluidly blur the lines between strategy and
    execution given that Group 7 has stated clearly that there should be no distinction between
    them.
    Companies need to cease thinking of management as the organization's brain and workers
    as its body, according to this article's author, Mr. Roger Martin, if they want to put an end to
    this division. He also defines strategy as an integrated collection of decisions that uniquely
    places the company in the industry in order to build a sustained advantage and higher value
    compared to the competitors in one of his co-authored books.

    1. Therefore, in his opinion, the business should be viewed as a single white-water river
    where decisions cascade from top to bottom.
    2. Every set of rapids represents a decision-making opportunity for the firm, with every
    decision made upstream having an immediate downstream impact. While personnel
    working nearer the bottom of the organisation make more practical, day-to-day decisions
    that have a direct impact on customer service and happiness, those at the top of the
    organisation make the broader, more abstract decisions concerning long-term vision.
    3.
    4. A framework known as the strategy choice cascade, which consists of 5 essential
    components to find a comprehensive plan, was introduced in the same book that I
    previously stated.
    5. What winning goals do you have? - aids in establishing the project's goal

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