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Strategic & Real-time Management

1607229-pinguins-in-vergadering.jpgAn organization needs strategic management to address complex business decisions, arising out of ambiguous and non-routine situations that set in motion organization-wide implications. Strategic management entails comprehending the strategic stance of an organization, the pivotal strategic decisions for the future and turning strategy into action. An organization’s strategy evolves and informs strategic decisions, such as a product launch, divestment, acquisition or overseas expansion. The total of strategic decisions translates into the strategic direction of the firm.

Van Clamsfield International Ltd. invigorates organizations in the development and coordination of their corporate strategy by:

  1. generating options and formulating priorities against the analysis of the status quo;
  2. functioning as a knowledge carrier;
  3. promoting strategic chances and aspiring challenges;
  4. employing and enforcing strategic change;
  5. providing advise on organization set-up and reorganization;
  6. supplying financial and fiscal information about investment and financing;
  7. extending detailed strategic management information about (budget) forecasts, liquidity, financial ratios and provisional results.

The pivotal requisite of strategy development processes is to recognize that organizations need to address and challenge their taken-for-granted procedures, intercompany narratives and belief systems. Therefore, the organization should be proactive in creating multiple processes of strategy development in order for the organization to cope with complex and dynamic environments that have various influences on the organization.

“Entrepreneurs are simply those who understand that there is little difference between obstacle and opportunity and are able to turn both to their advantage”

Niccolò Machiavelli (03/05/1469 – 21/06/1527), Italian political philosopher and historian

Van Clamsfield International Ltd. utilizes a specific learning structure for the organization, known as the PESTEL framework. The PESTEL framework maps environmental influences into six primary factors: political, economic, social, technological, environmental and legal. It is essential that management comprehends these key drivers of change and the differential force these factors have on the macro-environment, industries, markets and the organization itself. Since these various layers of the business environment are also vastly interconnected, PESTEL can be employed to identify how future trends in for instance taxation policy or foreign trade regulations (=political), GNP trends or interest rates (=economic), income distribution or consumerism (=social), government spending of R&D or rates of obsolescence (=technological), environmental protection laws or energy consumption (=environmental), tax law or health and safety regulations (=legal) might impinge on one’s organization. If the expected future environment substantially differentiates from the past, it is advisable to conduct a strategic scenario analysis.

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