FACETS OF STRATEGY

Strategy ca be implemented in different modes of assessing realities as in strategic thinking; in different

degree of emphasis as in strategy goal; in different ways of designing and implementing as in strategy
formulation and implementation; in different behaviors of perceiving and comprehending as in strategy
attitude; and in different manners of reacting as in strategy response

1. STRATEGY THINKING: Cogency to Creativity

Strategy thinking need not to be too logical. To be over-rational is to bring stiffness to one’s way
of thinking. What is highly suggested is the development of imagination, originality, and
inspiration in one’s way looking at planning, assessing, and implementing strategies.
2. STRATEGY GOAL: Profit Orientation to Communal Focus
Generally, the primary goal of an organization is to make profit. After all, it needs to be self-
sufficient to survive. It even needs to earn in return for its investments. However, organizations
need to veer away from being self-serving to being socially responsible.
3. STRATEGY FORMULATION: Purpose to Evolution
Although strategies are deliberately planned and designed to achieve organizational and
functional goals, they can be emergent, something that naturally develops. New, better, or more
relevant plans may be designed and formulated continuously.
4. STRATEGY IMPLEMENTATION: Constraint to Structure
While strategies are strictly implemented and controlled to make sure that the set plans are
actualized, unintended and spontaneous activities may be carried out and allow for more
originally, effectiveness, and feasibility. There is no such thing as absolute and strict strategy
implementation.
5. TRATEGY ATTITUDE: Rigidity to Openness
Some organization may look at strategy planning and implementation as the be-all and end-all of
attaining organizational success. They exhibit an attitude of inflexibility and rigidity. Although
strategies carry out the goals and objectives of organizations, an outlook of openness to strategy
changes and improvements need to be cultivated.
6. STRATEGY RESPONSE: Reactivity to Anticipatory
While the reality of a volatile and unstable environment is a fact, strategy response may vary
from being reactive to being proactive. Some facts, factors, or realities are not expected that
organizations have no choice but to react. But these do not happen all time. In many instances,
organizations should be prepared for changes to prevent themselves from being overtaken by
inevitabilities.