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Strategy Under Stress

Strategy Under Stress

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CIMA Research
CIMA Research

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Categories:Types, Business/Law
Published by: digitalbooks on Apr 12, 2013
Copyright:Attribution Non-commercial

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11/01/2013

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Strategy under stress
Managing strategy in a downturn
 
Strategy under stress
| 1
1 Introduction
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2 The importance of long-term strategy
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3 Understanding your position
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4 Creating options
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5 Taking action
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6 Embracing risk
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7 Strategy as a saviour
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Contents
 
2 |
Strategy under stress
CIMA’s answer to this problem is to address strategy insimple, relevant ways that keep management focused onthe future success of their company, while delivering clear courses of action to survive in turbulent times.This need for maintaining a strategic approach is critical.According to research conducted by Deloitte in Autumn2008 – before most economies were ‘officially in recession’– 78% of companies were planning high priority costreduction programmes. While many of these businesseshad already factored cuts into existing strategic changeprogrammes as early as 2007, there is genuine concernthat more invasive cost-cutting decisions designed todeliver short-term benefits will harm the long-termcompetitiveness of the companies concerned.The key to ‘strategy under stress’ is discipline.At one level, that means looking clearly at strategicpositioning, planning and execution, then analysing howthat long-term strategy can be maintained in a depressedeconomy. In other words, not panicking. Management whoare confident in their ability to make reasoned decisionswill do a better job of securing the long-term future of their business, as well as their survival.
1 Introduction
At times of economic upheaval and low availability of finance, there’s a real danger thatcorporate strategy can take a back seat to survival. But organisations that abandon strategicthinking not only run the risk of undermining their chances of advancing their business whenthe economy improves, they also endanger their ability to weather the storm.
More immediately, it also means that companies needto apply the traditional processes and disciplines for formulating and executing strategy to their decisionsaround coping with the recession. Impulsive reactionsto problems, across the board cost-cutting, failures of leadership, lack of clarity, misunderstanding of risk andignorance of consequences, are all common strategicfailings. These become more damaging if they emerge indecision making designed to ensure survival.CIMA has long advocated a clear framework to help boardsand management engage with strategy using the CIMAStrategic Scorecard™.This paper will demonstrate how any organisation – even adivision or functional department – can apply its key stepsin order to drive better decision making, both during arecession and in preparation for the subsequent upturn.

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