{"id":46402,"date":"2025-11-19T14:01:18","date_gmt":"2025-11-19T14:01:18","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/strategic-planning-professional-certificate-3\/lessons\/lesson-1-case-studies-7\/"},"modified":"2025-11-19T14:01:18","modified_gmt":"2025-11-19T14:01:18","slug":"lesson-1-case-studies-7","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-1-case-studies-7\/","title":{"rendered":"Lesson 1: Case Studies"},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 1: Phases of Strategic Management<\/h2>\n

Case Studies<\/h3>\n
\n\n\t\t\t\t\t General Electric
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

One of the pioneers of strategic planning, led the transition from strategic planning to strategic management during the 1980s.2 By the 1990s, most other corporations around the world had also begun the conversion to strategic management.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t McKinsey & Company
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

A survey by McKinsey & Company of 800 executives found that formal strategic planning processes improved overall satisfaction with strategy development. 10 To be effective, however, strategic management need not always be a formal process.<\/h5>\n
A survey by McKinsey & Company can begin with a few simple questions:<\/h5>\n
    \n
  • \n
    Where is the organisation now? (Not where do we hope it is!)<\/h5><\/li>\n
  • \n
    If no significant changes are made, where will the organisation be in one year? Two years? Five years? Ten years? Are the answers acceptable?<\/h5><\/li>\n
  • \n
    If the answers are not acceptable, what specific actions should management undertake? What are the risks and payoffs involved?<\/h5><\/li>\n<\/ul>\n<\/details>\n
    \n\n\t\t\t\t\t Bain & Company’s
    \n\t\t\t<\/path><\/svg>
    \n\t\t\t<\/path><\/svg>
    \n\t\t\t\t\t\t<\/summary>\n

    \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

    The Bain & Company’s 2015 Management Tools and Trends survey of 1,067 global executives revealed that strategic planning was the number two tool used by decision-makers just behind customer relationship management.<\/h5>\n
    Other highly ranked strategic management tools were mission and vision statements, change management programs, and balanced scorecards.<\/h5>\n

    \u00a0<\/p>\n<\/details>\n

    \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

    One of the pioneers of strategic planning, led the transition from strategic planning to strategic management during the 1980s.2 By the 1990s, most other corporations around the world had also begun the conversion to strategic management.<\/h5>\n

    \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

    A survey by McKinsey & Company of 800 executives found that formal strategic planning processes improved overall satisfaction with strategy development. 10 To be effective, however, strategic management need not always be a formal process.<\/h5>\n
    A survey by McKinsey & Company can begin with a few simple questions:<\/h5>\n
      \n
    • \n
      Where is the organisation now? (Not where do we hope it is!)<\/h5><\/li>\n
    • \n
      If no significant changes are made, where will the organisation be in one year? Two years? Five years? Ten years? Are the answers acceptable?<\/h5><\/li>\n
    • \n
      If the answers are not acceptable, what specific actions should management undertake? What are the risks and payoffs involved?<\/h5><\/li>\n<\/ul>\n

      \t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

      The Bain & Company’s 2015 Management Tools and Trends survey of 1,067 global executives revealed that strategic planning was the number two tool used by decision-makers just behind customer relationship management.<\/h5>\n
      Other highly ranked strategic management tools were mission and vision statements, change management programs, and balanced scorecards.<\/h5>\n

      \u00a0<\/p>\n

      Survey Results<\/h4>\n

      11 A study by Joyce, Nohria, and Roberson of 200 firms in 50 subindustries found that devising and maintaining an engaged, focused strategy was the first of four essential management practices that best differentiated between successful and unsuccessful companies.<\/h5>\n
      Based on these and other studies, it can be concluded that strategic management is crucial for long-term organisational success.<\/h5>\n
      Research into the planning practices of companies in the oil industry concludes that the real value of modern strategic planning is more in the strategic thinking and organisational learning that is part of a future-oriented planning process than in any resulting written strategic plan Small companies, in particular, may plan informally and irregularly.<\/h5>\n
      Intermediate, studies of small- and medium-sized businesses reveal that the greater the level of planning intensity, as measured by the presence of a formal strategic plan, the greater the level of financial performance, especially when measured in terms of sales increases.<\/h5>\n
      Planning the strategy of large, multidivisional corporations can be complex and time consuming. It often takes slightly more than a year for a large company to move from a situation assessment to a final decision agreement.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-46402","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 1: Case Studies - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-1-case-studies-7\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 1: Case Studies - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 1: Phases of Strategic Management Case Studies General Electric One of the pioneers of strategic planning, led the transition from strategic planning to strategic management during the 1980s.2 By the 1990s, most other corporations around the world had also begun the conversion to strategic management. 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