The new strategic architecture: learning to compete in the twenty-first century

Article Abstract:

Companies must focus their corporate strategies on factors within the firm to remain competitive in the 21st century. Companies' strategic architectures should incorporate the key elements of experimentation and innovation, empowerment, constructive contention, organisational learning, strategic re-framing, sustainability strategy and optimised value potential. The prime test for leadership and senior management will become organisational learning. Corporate strategists can strategically reframe the competitive game to ensure that they are in a position to win.

Management, Planning, Competition (Economics), Business planning, 21st century AD, Strategic planning (Business)

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Downsizing the firm: answering the strategic questions

Article Abstract:

Downsizing is often looked at as an unplanned reaction to competitor strength that lacks organizational strategies. An analysis of 100 downsizing firms revealed that the practice can benefit both healthy and declining firms, regardless of their respective industries. Success in downsizing was shown to be the product of a process where strategies were employed to refocus on related business activities. It was further shown that, if strategically undergone, downsizing can have positive consequences even when it affected only a modest number of people.

Analysis, Downsizing (Management)

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