Managing strategy in turbulent environments

Publication Type:
Journal Article
Journal of General Management, 2008, 33 (3), pp. 21 - 30
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Organisations face a challenging future where managers will need to work smarter to achieve growth and profit targets. Senior managers and boards perceive the market-place as becoming more complex and challenging. As environmental turbulence increases, strategic issues that challenge the way an organisation plans and implements its strategy emerge with greater frequency. It also brings into question responsibilities as well as the balance of power and decision-making between those who manage and those who govern. It would be useful for management and board members to discuss perceptions of environmental turbulence from time to time. This would enable a meeting of the minds regarding the strategic position and future directions of the organisation. It would also enable a better understanding of capability appreciation needed to respond to various levels of environmental turbulence. For successful survival, organisations need to balance the conditions of the environment, their business and marketing strategies and their capability to implement them. Hence the tracking, monitoring and management of priority strategic issues becomes an imperative. Strategic issue processing techniques present the opportunity for managers to identify issues and plan appropriate actions that will enable them to maintain an alignment with the demands of the external environment, no matter how turbulent.
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