Paper: 3, Strategic Management

Module: 2, STRATEGIC MANAGEMENT PROCESS

Prof. S P Bansal
Principal Investigator Vice Chancellor
Maharaja Agrasen University, Baddi

Co-Principal Investigator Prof YoginderVerma

Pro–Vice Chancellor
Central University of Himachal Pradesh. Kangra. H.P.

Paper Coordinator Dr. Anil Gupta

Senior Assistant Professor
University of Jammu, Jammu 180006.

Content Writer Prof Alka Sharma

The Business School
University of Jammu, Jammu

Strategic Management
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 ITEM DESCRIPTION OF MODULE

Subject Name MANAGEMENT

Paper Name STRATEGIC MANAGEMENT

Module Name/ Title STRATEGIC MANAGEMENT PROCESS

Module Id Module No – 2

Pre-requisites Understanding of strategy, plans and strategic management

Objectives Understanding the strategic management process

Keywords Strategic management, Strategic management process, SMP

QUADRANT - I

Module 2 : Strategic Management Process

1. Learning Outcomes
2. Phases in Strategic Management Process (SMP)
3. Elements of SMP
4. Comprehensive Model of SMP
5. Wheelen & Hunger Model of SMP
6. Intended and Realised Strategies
7. Participants in SMP
8. Strategic Drift
9. Learning Organisations
10. Summary

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 1. Learning Outcomes
After studying this module, you shall be able to
1. Identify different phases in strategic management process.
2. Understand various elements of strategic management process.
3. Learning different models of strategic management process.
4. Understanding Intended and Realised Strategies.
5. Learn about the approaches to strategic management process.
6. Learn about various participants in strategic management process.

2. Phases in Strategic Management Process (SMP)

“Strategic management is the dynamic process of formulation, implementation, evaluation and control
of strategies to achieve the organisation’s strategic intent.”
This definition emphasises on four stages of the strategic management process namely formulation,
implementation, evaluation and control. The four phases of strategic management process are depicted
as –
Four Phases of Strategic Management Process

Establishment of Formulation of Implementation Strategic

Strategic Intent Strategies of Strategies Evaluation

(Source – Kazmi, 2010. Strategic Management and Business Policy, 3rd Edition)

The first stage relates to establishment of strategic intent for the organisation. Strategic intent is the list
of objectives that an organisation creates for itself. This includes defining its vision, mission,
objectives and business. The aim of strategic management is effectively realising the strategic intent.

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 In the second stage a single strategy or few strategies are formulated, the stage is also called strategic
planning. Essentially, this is an analytical phase in which strategists think, analyse and plan strategies.
The third phase of implementation is the ‘putting into action’ phase. The strategies formulated in the
previous stages are implemented through a number of executive and managerial actions.
Lastly, the fourth stage of evaluation and control involves assessing whether the formulated strategies
were apt and whether the same were implemented effectively. The outcomes of assessment help in
suggesting corrective actions ranging from making minor changes to severe reformulations of
strategies.
These four stages are considered to be chronologically linked and each following phase provides a
feedback to the previous phases. The feedback arising from each of the successive phases is meant to
revise, reformulate or redefine the previous phases, if necessary.

3. Elements of SMP
Each phase of the strategic management process consists of a number of elements, which are discrete
and identifiable activities performed in logical and sequential steps. The following are considered as
essential elements of SMP –
A. Establishing the hierarchy of strategic intent –
A. Creating and communicating a vision
B. Designing a mission statement
C. Defining the business
D. Adopting the business model
E. Setting objectives
B. Formulation of strategies –
F. Performing environmental appraisal
G. Doing organisational appraisal
H. Formulating corporate-level strategies
I. Formulating business-level strategies
J. Undertaking strategic analysis

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 K. Exercising strategic choice
L. Preparing strategic plan
C. Implementation of strategies –
M. Activating strategies
N. Designing the structure, systems and processes
O. Managing behavioural implementation
P. Managing functional implementation
Q. Operationalising strategies
D. Performing strategic evaluation and control –
R. Performing strategic evaluation
S. Exercising strategic control
T. Reformulating strategies

4. Comprehensive Model of SMP

The strategic management process is elucidated with the help of a model consisting different phases
which include the above mentioned elements.
The steps of the process are discussed in brief as –
A. The hierarchy of strategic intent lays foundations for the strategic management of an
organisation. The intent establishes the vision, mission, business definition, and objectives for the
organisation. It makes clear what an organisation stands for, the vision highlights what the organisation
wants to achieve in long run. The mission relates the organisation to the society at large. The business
definition defines the businesses of the organisation while the business model depicts how the
organisation creates revenue. The objectives of the organisation explain what is to be achieved in a set
time frame and serve as benchmarks for measuring performance.
B. Environmental and organisational appraisal identifies various opportunities and threats functional
in the environment, as well as defines the strengths and weaknesses of an organisation. In such a
manner, enables organisation to take advantage of existing opportunities by using its strengths and
reduce the impact of threats and minimise the weaknesses.

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 The model suggested by different authors as a comprehensive model of strategic management is
exhibited in the figure –

Comprehensive Model of Strategic Management

Strategic Intent Strategy Formulation Strategy Strategic

Implementation Evaluation
Environment Organisational
Appraisal Appraisal Project
Vision Procedural
Mission SWOT Analysis Resource
Business Corporate-level Strategies Allocation
Definition Business-level Strategies (Structural,
Business Modal Strategic Analysis and Choice behavioural,
Objectives Strategic Plan functional &
Operational

(Source – Kazmi, 2010. Strategic Management and Business Policy, 3rd Edition)

C. Formulation of strategies at four levels viz. corporate, business, functional and operational takes
place in an organisation. The major strategies are formulated at corporate and business levels where
corporate strategies relate to the strategic decisions regarding the business, business strategies focus of
building competitive advantage for the business.
D. Strategic alternatives and choices are necessary for defining various alternative strategies and
selecting the most appropriate strategy keeping in view the environmental opportunities and threats as
well as the organisational strengths and weaknesses. Strategies are defined and selected at corporate
and business-level. The process of strategy selection includes strategic analysis and choice. As a result,
a strategic plan ready for implementation.

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 E. For strategy implementation, the developed strategic plan is applied through various sub-
processes like project implementation, procedural implementation, resource allocation, structural
implementation, behavioural implementation, and functional implementation. Project implementation
deals with setting up the organisation while procedural implementation deals with defines different
regulations within which Indian organisations have to work. In resource allocation, resources are
procured and committed for the plan. The structural aspect defines the organisational structure and
systems to meet the requirements of the strategy. The behavioural aspect deals with the leadership
style, corporate culture, corporate politics, personal values, ethics, social responsibility etc. and the
functional aspect relates to different functional areas for the policies to be formulated.
F. The last phase is strategic evaluation which assesses the performance of the organisation and the
results of the implemented strategies. The results of the assessment help in exercising strategic control
over the future strategic management process.

5. Wheelen & Hunger’s Model of SMP

Another model on strategic management process proposed by Wheelen & Hunger, includes four steps
namely environmental scanning, strategy formulation, strategy implementation, evaluation and control,
and feedback/ learning process.
A. Environmental scanning is the observing, analysing and spreading information relating to the
business environment both external and internal to all the important people in an organisation. The
scanning process enables an organisation to identify strategic factors—which have a bearing on the
future of the organisation. Environmental scanning can be done through SWOT analysis, which helps
in identifying its Strengths and Weaknesses, and also facilitates the company in recognising
Opportunities and Threats that exist in its business environment.
B. Strategy formulation relates to developing long-term plans on the basis of environmental
opportunities and threats keeping in view the strengths and weaknesses (SWOT) of a company.
Strategy formulation consists of outlining corporate mission, its objectives, making strategies and
policy framework. An organisation may formulate its objectives in relation to - profitability, efficiency,

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 growth, shareholders’ wealth, utilization of resources (ROE or ROI), reputation, contributions to
employees, contributions to society, market leadership, technological leadership etc.

Wheelen & Hunger’s Model of Strategic Management

(Source: Wheelen & Hunger, “Strategic Management and Business Policy: Toward Global Sustainability,”
adapted from “Concepts of Management,” presented to Society for Advancement of Management (SAM),
International Meeting, Richmond, VA, 1981.)

C. Strategy implementation is concerned with putting the formulated strategies and policies into
action. This is done by making programs, budgets and processes; and may also involve alterations in
the organisation structure, culture etc. The strategies are generally implemented at the middle and

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 lower management levels and are reviewed by the top management. This stage also involves making
regular decisions on daily basis, thus is also referred as operational planning.

D. Evaluation and control is exercised by comparing actual performance with the previously set
objectives. The result of this exercise helps managers and management is taking corrective measures to
improve the performance. This process further helps in identifying the problems in the implemented
strategic plans and providing useful information to improve the future plans and performance.
Evaluation and control, thus, improves an organization’s performance, which is generally measured in
terms of profits and ROI.
E. Feedback/ Learning Process - A business unit develops strategies and programs before
undertaking any exercise but it must regularly take corrective actions or decisions with regards to the
existing plans. For example, poor performance (as measured in evaluation and control) usually
indicates that something has gone wrong with either strategy formulation or implementation. It may
also help in identifying some of the key variable which might have been ignored during environmental
scanning and assessment.

6. Intended and Realised Strategies

All strategic management processes start with planned or intended strategies. However, the actual or
realised strategy may be different. Taking the idea that an organisation’s intended strategy is changed
during its implementation, Mintzberg and Waters argue that new strategy emerge to modify and
change the planned strategy, so that over time the realised strategy is different from the one originally
intended by senior managers. Thus, a strategy is a mixture of a senior management’s deliberate
strategy, which is a planned strategy designed by senior managers for implementation at other
organisational levels, and emergent strategy, which is strategy not foreseen by senior management that
arises during the implementation of deliberate strategy. Between intended and realised strategies, there
are emergent strategies. The intended strategy is the one originally planned: this can be emergent in its
original, modified or an entirely different form because of developing situations. The realised strategy

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 is what is actually implemented because of changed internal or external circumstances. Wright and
others (1998, 1997) have dealt with it at length.
Emergent strategies are usually suggested by functional or operating-level managers. Higher level
management has to assess the emergent strategy in the context of the already approved strategy
(intended strategy) and decide whether the emergent strategy suits the organisation’s objectives, needs
and capabilities. This would also involve assessment of the changed environment which necessitates
the emergent strategy. Usually, intended strategies are top-down process whereas emergent strategies
are a bottom-up approach. Therefore, the effectiveness of emergent strategy depends on the flow of
communication between top management and functional-level management. In most cases, strategies
are a mix of intended and emergent strategies. The unrealised intended strategy will be either dropped
or replaced by an emergent strategy. The relationship between intended, emergent and realised
strategies is depicted in the figure below –

Intended Strategy to Realised Strategy

Deliberate
Intended Strategy Realised
Strategy Strategy

Unrealised Emergent
Strategy Strategy

(Source: Witcher & Chau, 2014. Strategic management: principles and practice.)

The difference between intended, emergent and realised strategies can be understood with the help of
an example. Honda entered the US market with the intended strategy to market motorcycles with 250cc
and 305cc engines. But, the intended strategy failed because the US market preferred smaller models.
Honda had a 50cc motorcycle which was a great success in the domestic market. So, Honda had to
review its strategy and decided to change its strategy. So, the intended strategy was modified by
emergent strategy and the realised (final) strategy was met with great success.

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 7. Participants in SMP
Strategic planning is a team effort and involves all levels and functional units of an organisation — top
executives, middle managers and supervisors, and employees. Although strategic planning begins at
the top, leaders should seek and reflect the input of managers, supervisors, and front-line employees.
Since strategies are formulated at corporate level, SBU level and functional level, therefore, managers
from all these levels participate in strategic management process. In addition to the managers, the
board of directors also play a definite role. At times, consultants also play an important role in framing
the strategic process. Thus, there are five major participants in the strategic management process with
varied roles. The five participants are –
A. Board of Directors
B. Chief Executive Officer (CEO)
C. Corporate Planning Staff
D. Other managers
E. Consultants

Role of Board of Directors

Professional boards can play very effective roles in strategic management process. They participate in
setting and reviewing corporate objectives, formulation of long-term strategies, examination and
review of proposals for new investment, appointment of chief executives and other key personnel, etc.
These boards play a balancing role between strategy making process in the companies and the
shareholders. Major strategic functions performed by these boards are –
a. Approval of corporate budget and resource allocation for strategic investments
b. Periodic review of the strategic planning process
c. Monitoring the chief executive’s role in the strategic management process
d. To trigger discussion on growth possibilities and alternatives
e. Guiding the chief executive in formulating organisation-level strategies
f. Review of strategy implementation with respect to results or profitability

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 Role of Chief Executive
In the strategic management process of a company, the chief executive plays a crucial role. Main
functions performed by chief executive are strategic as well as non-strategic. Some of the vital strategic
functions of chief executives are –

a. Deciding organisational mission and objectives

b. Setting major policies, priorities etc.
c. Providing direction and leading the process in long-term planning
d. Directing short-term planning
e. Leading organisational resource development team
f. Allocating major resources to strategic functions and projects
g. Committing new projects and resources
h. Mobilising support to internal and external stakeholders
i. Managing relationship with the environment
j. Managing the board

Role of Corporate Planning Staff

As a result of the rising instability in the competitive environment, the strategic management process
has also become more complex. Therefore, most of the large and multinational companies have a
separate corporate planning department, which is equipped with specialised planning staffs that form
the core of strategic planning activities of a company. This unit perform various functions mostly of
strategic nature like –

a. Assisting the chief executive in developing and formalising fundamental concepts or visions
about organisational growth and diversification.
b. Scanning the environment and identifying new business opportunities.

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 c. Analysing cost benefits of alternative investment opportunities and allocating resources to
various projects and activities.
d. Integrating SBU plans into corporate plans.
e. Monitoring progress of strategic plans at corporate level, SBU level and functional levels.
f. Undertaking mid-term review of plans and strategies and, suggesting changes, if required.
g. Evaluating plan performance – measuring the degree of success or failure of strategic plans and
reporting to the chief executive for necessary action.

Role of Senior Managers

The senior managers can be heads of SBUs as well as functional heads who play an important role in
the whole process of strategic management.
The senior managers also participate in various functional and managerial committees including top
management committees which are involved in strategic planning and management. As members of
such committees, they may participate in critical decisions like making new investment, restructuring,
diversification, etc. Corporate planning staff is also represented in all these committees.

Role of Consultants
Management consultants also play an important role in the process of strategic planning of a company.
Consultants provide their services in diverse functional areas of management including the strategic
planning. The companies where no strategic planning divisions exist, consultants provide inputs for
planning. Whenever the management feels the need for such consultancies, the consultants can take
planning and strategy exercises. The leading strategic consultants use latest tools, techniques and
models to define solutions to specific strategic management issues. Consultants offer diversified skills
and experience from various companies which make them more effective in formulating strategic
plans.

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 8. Strategic Drift
In the strategic management process of every company, there is a risk of ‘strategic drift’. In other
words, strategic drift is the widening gap between demand for change by environmental forces and
actual strategic change in a company.
Strategic Drift

(Source: Johnson & Scholes, 2008. Exploring corporate strategy: Text and cases)

In simple term the failure to respond to company’s external environment i.e. the competition,
consumers wants and needs etc. Strategic drift occurs when a company, is not able to act according to
the changing business environment or respond swiftly to the changes in the external environment and
thereby keeps following the same strategy which has served it very well in the past. This shows that the
company is not following its changing external environment and thus is obviously out of touch with
external trends. In actual business situations also many companies have continued with their once
successful business model even when it is clearly evident that the model is increasingly inappropriate
in terms of future trends.
When there is a pressure for change, companies usually look for what is familiar. However, this creates
problems when managing strategic change, because the action required may be outside the present

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 system and organisations may be required to significantly change significantly their core strategies.
The situation may be one of declining performance and company may first seek to improve
implementation of the existing strategy. And in case this is not effective, a change of strategy may be
required.
Therefore, an organisation should strive to strike a balance while developing strategies. It has internal
pressures (cultural or managerial) which tend to constrain strategy development, environmental forces,
including market and competitors, which it must cope with for a particular strategic process to succeed.
Every organisation has to constantly endeavour to align or realign these two forces to avoid the
occurrence of a strategic drift.

9. Learning Organisations
Due to fear of strategic drift, every company should be learning organisation. The environment is too
complex and changes too rapidly for strategic management to deliver desired results. Such uncertainty
in the environment requires that strategy should be managed in a more unconventional, `discontinuous`
way and not through incremental changes. Managers should not regard their experience as fixed and
unalterable; in fact, they should try to develop an organisation in which they continually challenge past
experience and practices and strive for new, innovative ways. In other words, they should develop
learning organisation.

10. Summary
 Strategic management is the dynamic process of formulation, implementation, evaluation and
control of strategies to realise the organisation’s strategic intent.
 The four stages of strategic management process are formulation, implementation, evaluation and
control.
 Elements of strategic management process - establishing the hierarchy of strategic intent,
formulation of strategies, implementation of strategies and performing strategic evaluation and
control.

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  Comprehensive Model of Strategic Management explaining strategic intent, strategy formulation,
strategy implementation and strategic evaluation
 Wheelen and Hunger’s Model of Strategic Management explaining environmental scanning,
strategy formulation, implementation, evaluation and control, and feedback/ learning process.
 An organisation’s intended strategy is changed during its implementation.
 A strategy is a mixture of a senior management’s deliberate strategy, which is a planned strategy
designed by senior managers for implementation at other organisational levels, and emergent
strategy, which is strategy not foreseen by senior management that arises during the
implementation of deliberate strategy.
 Intended strategy is the one originally planned: this can be emergent in its original, modified or
an entirely different form because of developing situations.
 The realised strategy is what is actually implemented because of changed internal or external
circumstances.
 Major strategic functions performed by boards of directors like approval of corporate budget and
resource allocation for strategic investments, periodic review of the planning, monitoring the
chief executive’s role, trigger discussion on growth possibilities and alternatives, guiding the
chief executive in formulating organisation-level strategies, review of strategy implementation.
 Strategic functions performed by chief executives are deciding organisational mission and
objectives, setting major policies, priorities etc., providing direction and leading the process in
long-term planning, directing short-term planning, leading organisational resource development
team, allocating major resources to strategic functions and projects, committing new projects and
resources, mobilising support to internal and external stakeholders, managing relationship with
the environment etc.
 Specialised planning staffs perform various functions mostly of strategic nature like assisting the
chief executive, Scanning the environment, identifying new business opportunities, analysing
cost benefits, allocating resources to various projects, integrating SBU plans into corporate plans,
monitoring progress of strategic plans at corporate level, SBU level and functional levels,
evaluating plan performance etc.

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  Role of senior managers relates to evaluation of proposals for new investment, restructuring,
diversification, etc.
 Consultants also play very useful role, they use latest tools, techniques and models to define
solutions to specific strategic management issues. which may relate to
 Strategic drift is the widening gap between demand for change by environmental forces and
actual strategic change in a company.
 Strategic drift occurs when a company, is not able to act according to the changing business
environment or respond swiftly to the changes in the external environment and thereby keeps
following the same strategy which has served it very well in the past.
 Managers should try to develop an organisation in which they continually challenge past
experience and practices and strive for new, innovative ways. In other words, they should
develop learning organisation.

REFERENCES
 David, F. R. (2011). Strategic Management – Concepts and Cases. 13th Edition. New Jersey:
Prentice Hall.
 Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: Text and
cases. Pearson Education.
 Kazmi, A. (2010). Strategic Management and Business Policy. 13th Edition. New Delhi: Tata
McGraw Hill.
 Nag, A. (2011). Strategic Management – Analysis, Implementation, Control. New Delhi: Vikas
Publishing.
 Thompson, J. L. & Martin, F. (2010). Strategic Management: Awareness & Change. 6th Edition.
Cengage Learning EMEA.
 Wheelen, T.L. & Hunger, J. D. (2012). Strategic Management and Business Policy: Toward
Global Sustainability. Pearson/Prentice Hall.
 Witcher, B. J. & Chau, V. S. (2014). Strategic management: principles and practice. Cengage
Learning.

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