Fundamentals of strategy and management in the Laboratory


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Strategy alignment
The foundation of strategy is the understanding of the strategic process and the different options available for dealing with crafting and executing strategy. These are likely to differ depending on the position an individual holds in the organisation and at what level of the organisation he or she works. There are a range of approaches and lenses for the crafting of strategy and each has its strengths and limitations.
To highlighted in assignment give some examples include: the design school, the experience lens, strategy as variety and the configuration approach. As a manager, how do you select the proper lens to effectively align strategy among all levels of an organisation?

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Refrence :
Collis, D. J. & Rukstad, M. G. (2008) ‘Can you say what your strategy is?’ Harvard Business Review, April. Available from: (Accessed: 12 August 2014).
Johnson, G., Whittington, R., Scholes, K., Angwin, D. & Regnér, P. (2014) Exploring strategy text & cases.
10th Ed. Harlow: Pearson. (Online: Vital Source)
Chapter 1, ‘Introducing Strategy’ (pp. 2-29)
Hill L. A., Lineback, K., (2011). ‘Are you a good boss or a great boss?’ Harvard Business Review, January- February, pp. 125-131. Available from: (Accessed: 12 August 2014).
Pentland, A. (2012) ‘The new science of building great teams’ Harvard Business Review, 90 (4), April, pp. 60- 70. Available from: (Accessed: 12 August 2014).
Porter, M. E. (1996) ‘What is strategy?’ Harvard Business Review, November – December. Available from: (Accessed: 12 August 2014).
Wademan, D. (2005) ‘The best advice I ever got’, Harvard Business Review, January, pp. 35-44. Available from: (Accessed: 12 August 2014).

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