1. The Nature of Strategic Management

2. WHAT ARE THE MAJOR PROBLEMS FACING YOU TODAY?
Load Shedding
Drinking Water
Waste and Garbage
Rising Prices
Security
Most of these major problems persist for last several years.

3. CASES OF COMPANIES Janakpur Cigarette Factory Nepal Airlines
Nepal Telecom
Agricultural Development Bank

4. Football match

5. WHAT IS STRATEGY ?
IT IS A PATTERN OF ORGANIZATIONAL MOVES AND APPROACHES USED TO ACHIEVE ORGANIZATIONAL OBJECTIVES AND MISSION
IT IS A ROADMAP TO OPERATE BY A SET OF PRESCRIBED RULES, PLANS, AND ACTIONS TO GAIN SUSTAINABLE COMPETITIVE ADVANTAGE OVER RIVALS.

6. Strategic Management Defined
Art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives.

7. “Strategic Management”
Terminology
“Strategic Management”
Synonymous with
“Strategic Planning”
Strategic management
Used more often in academia
Strategic planning
Used more often in the business world

8. Terminology Strategic management Strategic planning Refers to:
Strategy formulation
Strategy implementation
Strategy evaluation
Strategic planning

9. WHY STRATEGIC MANAGEMENT?
TO PROVIDE GUIDANCE TO WHAT WE ARE TRYING TO ACHIEVE
TO MAKE MANAGERS MORE ALERT OF THE CHANGING CIRCUMTANCES
TO MANAGE RESOURCES EFFICIENTLY AND EFFECTIVELY
TO UNIFY NUMEROUS STRATEGY-RELATED DECISIONS BY MANAGERS
TO CREATE A MORE PROACTIVE MANAGEMNT

10. THREE OVERARCHING THEMES 
Implementing a good strategy is at least as important as creating one, yet many managers give too little thought to implementation
To succeed,
the formulation of a good strategy and its implementation should be inextricably connected
Strategic leadership is responsible for
making substantive resource allocation decisions and
developing key-stakeholder support of the strategy
Firms and industries are dynamic in nature 
Strategic leader- ship is essential if a firm is able to both formulate and implement strategies that create value
We need to see a firm’s competitive position, not as a snapshot, but as an ongoing movie

11. STRATEGY Strategies: “the general’s view” Holistic “big picture”
Lower officer (e.g., supply logistics infantry, heavy armored vehicles)
Tactical details

12. FIVE TASKS OF STRATEGIC MANAGEMENT

13. WHAT IS OUR BUSINESS AND WHAT WILL IT BE?
1. DEVELOPING A CONCEPT OF THE BUSINESS AND FORMING A VISION OF WHERE THE ORGANIZATION NEEDS TO BE HEADED
WHAT IS OUR BUSINESS AND WHAT WILL IT BE?
WHO ARE WE, WHAT WE DO AND WHERE WE ARE HEADED?

14. Opportunities & Threats Strengths & Weaknesses
Strategy Formulation
Vision & Mission
Opportunities & Threats
Strengths & Weaknesses

15. 2. CONVERTING THE MISSION INTO SPECIFIC PERFORMANCE OBJECTIVES
TO CONVERT THE STATEMENT OF ORGANIZATIONAL MISSION AND DIRECTION INTO SPECIFIC PERFORMANCE TARGETS BY WHICH THE ORGANIZATION’S PROGRESS CAN BE MEASURED

16. Opportunities & Threats Strengths & Weaknesses
Strategy Formulation
Vision & Mission
Opportunities & Threats
Strengths & Weaknesses
Long-Term Objectives

17. CHALLENGING BUT ACHIEVABLE
LONG-RANGE OBJECTIVES
SHORT-RANGE OBJECTIVES
FINANCIAL OBJECTIVES AND STRATEGIC OBJECTIVES
OBJECTIVES SETTING IS REQUIRED FOR ALL MANAGERS

18. 3. CRAFTING A STRATEGY TO ACHIEVE THE MISSION AND OBJECTIVES
OBJECTIVES ARE THE END AND STRATEGY IS THE MEANS OF ACHIEVING THE OBJECTIVES
EXISTING STRATEGIES
PLANNED STRATEGIES

19. Opportunities & Threats Strengths & Weaknesses Alternative Strategies
Strategy Formulation
Vision & Mission
Opportunities & Threats
Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection

20. AN ORGANIZATION’S STRATEGY THAT IS MOSTLY NEW MOST OF THE TIME SIGNALS ERRATIC DECISION- MAKING AND WEAK STRETEGIZING ON THE PARTS OF MANAGERS

21. 4. IMPLEMENTING AND EXECUTING THE CHOSEN STRATEGY EFFICIENTLY AND EFFECTIVELY
IT IS FUNDAMENTALLY AN ADMINISTRATIVE ACTIVITY
ORGANIZING
BUDGETNG
MOTIVATING
CULTURE-BUILDING
SUPERVISING
LEADING

22. Strategy Implementation
Annual Objectives
Policies
Motivate Employees
Resource Allocation

23. IMPORTANCE OF EXECUTION
“The important decisions, the decisions that really matter, are strategic [But] more important and more difficult is to make effective the course of action decided upon.”
– Peter Drucker

24. NEED TO DEVELOP A FIT BETWEEN
- STREATEGY AND ORGANIZATIONAL CAPABILITIES
STRATEGY AND THE REWARD STRUCTURE
STRATEGY AND INTENAL POLICIES AND PROCEDURES
STRATEGY AND ORGANIZATION’S CULTURE

25. 5. EVALUATING PERFORMANCE, REVIEWING THE SITUATION, AND INITIATING CORRECTIVE ADJUSTMENTS
IN MISSION, OBJECTIVES, STRATEGY, OR IMPLEMENTATION IN LIGHT OF ACTUAL EXPERIENCE, CHANGING CONDITIONS, NEW IDEAS, AND NEW OPPORTUNITIES STRATEGIC MANAGEMENT IS AN ONGOING PROCESS

26. Strategy Evaluation Review External & Internal Measure Performance
Corrective Action

27. MINTZBERG’S ANALYSIS OF STRATEGIES
Deliberate strategy
( Intended strategy a firm actually plans to implement)
Intended strategy
( Strategy a firm thought it was going to pursue)
Realized Strategy
(Strategy firm actually pursues)
Unrealized strategy
( Intended strategy firm does not actually implement
Emergent Strategy
( Strategy that emerges overtime or has been radically reshaped )