How would you recommend our client think about strategic

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Reference no: EM133378336

Question: A critical issue is where in an organization strategy should reside. There is no question that strategy is a command and control function. But that in itself does not get at all the issues raised by strategy. In many respects strategy functions more effectively at the micro-level where day-to-day decisions are made. It is there that a strategy finally succeeds or fails. Thinking about that reality and our client, Our client is a small innovative start-up. That poses serious problems regarding command and control in the context of its environment. To a very high degree strategy decisions and their outcomes reside in the hands of one person. This creates a high level of weakness in the system even as it permits a high level of flexibility and emergent responsiveness. How would you recommend our client think about strategic oversight and the place of both a board of directors and clear policy directives for future employees? What kind of approach is likely to produce both resilience and flexibility?

Reference no: EM133378336

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