Discussion Thread: Setting Direction, Advantages / Disadvantages, and Decision Models

Minimum of 2 sources from the literature in addition to course textsCurrent APA format must be used.Content must include: Summary of the author’s Thread – no less than 125 words What you agreed with, did not agree with and why – no less than 125 words Support your factual assertions with citations.
Introduction
     Strategic vison of a company sets the tone for “where the company is going” (Gamble et al., 2013) and in doing so, organizations must convey and communicate the vison in a manner that inbound modifications can set up the company for future growth plan, also that such proposals can be measurable, achievable, within the realms and alignment of good business sense firmwide.
Process: Direction with Strategy
     The process of setting a company’s direction involves, but no limited to developing and conveying the firm’s vison and aligning those strategic visons with company values, equally,  part of organizations’ strategic vison  delineates a company’s direction (Gamble et al., 2013), which is fulfilled by strategic leaders of the  firm, then directed down to lower level managers, related stakeholders,  and in that environment of management  conferring and communicating aspirations to stakeholders, it is critical that the vison be laid out in a manner that is applicable and desirable in varying organizational levels, from the product itself, to  affecting markets, demographics, and the technical knowhow to do so. Example of such steps can be explanation that warrants the idea as good business acumen, painting a simple yet strategic and flexible course of action. Additionally, the process also will necessitate the strategic targets, the critical success measures, leadership to accomplish these goals, because “what ultimately enables a company to deliver better financial results, is the accomplishment of strategic objectives”, therefore integration of balance scorecard for instance, will not only enhance the process, also reveal, what is needed for the strategic targets, and success factors, from resource level and requirement, to procedure adjustments  needed, like lean management skills, technological enhancements, specific  leadership,  and training required to achieve clear direction (Gamble et al., 2013; Mayfield & Mayfield 2015).
Strategic Thinking: Problem – Solution Advantage
     Remelt explained “the kernel of good strategy”, when he allegorically expressed that some major pitfalls of firms and ineffectiveness behind strategies, results from the kernel, not properly diagnosed and addressed, in essence the ‘why’ of the problem. The Arthur further expounds that capacity to distinguish the critical factors of a problem, the approach, and coordinated steps taken to achieve those established guiding policies, makes for a good strategy (Rumelt, 2011. Pg. 6-13, 268-71). Moreover, the problem – solution approach is advantageous, in that identifying the influencing elements surrounding a problem, presents a clearer vision and version of alternatives, also importantly, a change in viewpoint, where risks and opportunities are made more transparent. For instance, the results deduced from identified problem, will mean the difference in the type of operating template and skills to be implemented, the exact market position to pursue from competitive angle, and essentially the profit worthiness of a chosen direction. Furthermore, good strategic thinking, also involves skills in fighting one’s own myopia, and ability to question judgment and improve on them, which stems from a balanced way of understanding people, likewise, Keller denotes, that ability to have compete view and inferences, begins by not getting the “story of the world wrong”, in essence, view of life in sense that is more than  self – fulfillment, rather a comprehensive view , rooted in the love of God, as this perspective,  (Keller, 2012; Rumelt, 2011; Gamble et al., 2013; Mayfield & Mayfield 2015; Krogerus, & Tschappeler 2017),  is critical for all levels of management, including senior levels directors, that  are in charge of assessing and overseeing  other managers, the company’s direction and business approaches.
Decision Model: Balance Scorecard, Whitmore
    The John Whitmore model, the balance scorecard, are models that creates the foundation for properly achieving strategy and successfully managing transformation in inorganization (Groene. et al. 2009; Krogerus, & Tschappeler 2017), therefore such models can be integrated into a company’s organization to measure and attain potential company risk factors, and to push for an effective strategic direction.  Additionally, the balance scorecard takes into consideration an organization’s vision, viewpoint, strategic intentions, critical success factors, tactical measures and actions plans to gauge the standing of company’s various component like financial, customers, internal processes, learning and growth, hence responses to questions in a problem- solution approach, such as the right alternative, price and competitive strength versus competitors, enticing  customer proposition,  internal skills needed  for current strategy, are all enabled and sequenced through the integration of above mention models.
Conclusion
    All in all, the process of “charting a company’s direction” and assessments in the type of choices to attain fruition, whether financial or otherwise, the important factor is to establish goals that can be measurable, as the essence of this component, is for managers to translate the firms big picture strategy into map that can be envisioned and attained by all organizational levels.