Contemporary Strategic Control

M. S. S. Namaki

Chapter 18 in Strategic Thinking for Turbulent Times, 2014, pp 158-163 from Palgrave Macmillan

Abstract: Abstract Control is an essential element of the process of strategic thinking. Yet different types of control require different interventions and deliver different outcomes. Operational and managerial control could fail at times, especially when it comes to the repositioning of the corporation or search for congruence with environmental shifts. They provide an answer to the question of “where do we plan to be” instead of “where should we be”. Blackberry and Kodak went through this difficult test. Blackberry failed at matching emerging technologies, and Kodak was late in doing so. Both are cases in which strategies focused on improving an established position instead of searching for a better “fit” within an emerging arena.

Keywords: Core Competency; Fitness Test; Management Control System; Balance Scorecard; Strategic Control (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-41400-7_19

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DOI: 10.1057/9781137414007_19

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