Strategic Lenses Essay

There are 4 strategic genus LensesStrategy as DesignStrategy as ExperienceStrategy as make up (Ideas)Strategy as DiscourseStrategy as DesignIs the plenty that outline development can be a logical subprogram in which economic forces and constraints on the organization are weighed carefully through and through analytic and evaluative techniques to establish clear strategic direction and in turn carefully planned in its implementation is perhaps the close to commonly held view about how strategy is developed and what managing strategy is about. It is ordinarily associated with the nonion that it is tweet managements responsibility to do this and that top management led the development of strategy in organizations.Strategy as ExperienceHere the view is that future strategies of organizations are based on the adaptation of historic strategies influenced by the experience of managers and others in the organization and are taken for granted assumptions and ways of doing things e mbedded in the cultural processes of organizations. In so far as different views and expectations exist, they will be resolved, not just through rational analytic processes, alone through processes of negotiate and negotiation. Here, then, the view is that there is a tendency for the strategy of the organization to build on and be a continuation of what has gone before.Strategy as Variety (Ideas)This lens emphasizes more the potential variety and diversity which exists in organizations and which can potentially generate novelty. Here strategy is not so much seen as planned from the top but emergent from inwardly and around the organization as people cope with an uncertain and changing environment in their day-to-day activities. New ideas will emerge but they are likely to have to battle for survival against the forces for conformity to past strategies that the experience lens explains. Drawing on explanations from evolutionary and complexity theories, the ideas lens provides ins ights into how this might take place.Strategy as DiscourseThis view consists in making plectrums between different possibilities and then inspiring confidence for the choice taken. This view is very high on legitimacy and low on rationality and innovation. Strategy as discourse sees strategy development in terms of language as a resource for managers by which strategy is communicated, explained and sustained and through which managers gain influence, power and establish their legitimacy as strategists.