Managing strategic performance: Understanding internal and external capabilities

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Is strategy an art or a science? To take a brief look at management magazines and strategy books, one’s first impression is that it is most definitely an art – the periodicals are glossy, the font is large, and the messages straightforward; the books have striking cover designs and easy-to-remember titles with lots of figures to help illustrate just how easy strategy can be. And yet, if one looks more deeply, perhaps the reason there are so many magazines and books devoted to strategy and trying to make it look simple is precisely because it is so difficult to implement. Would there be a market for such literature in the first place if it was as easy as “seven steps to strategy nirvana”, or whatever the catchy title is that we see on the newsstand?

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2019), "Managing strategic performance: Understanding internal and external capabilities", Strategic Direction, Vol. 35 No. 8, pp. 4-6. https://doi.org/10.1108/SD-05-2019-0085