Perspective Strategy: Prepared By: Group 9 Acuña, Jeremiah Guibone, Jellina Paula Joven, John Joshua Zaragoza, Alfred

PERSPECTIVE
STRATEGY
Prepared by: Group 9

Acuña, Jeremiah
Guibone, Jellina Paula
Joven, John Joshua
Zaragoza, Alfred
THE STRATEGY TIMELINE
The prehistory of strategy was seen early in the person of Sun Zun , a Chinese
Military general, philosopher and strategist who lived in the spring and autumn of
Ancient China.
Another strategist is explicitly portrayed in the book The Prince by Niccolo

Machiavelli .
Later in 60s and 70s, strategy started to take a more

structured configuration through Alfred Chandler’s Strategy
and structure in 1962.
Illustration of Strategy
CONCEPT
STRATEGY
TOOL PEOPLE
STRATEGY AS A CONCEPT
• Intellectual Elasticity
• Mind set
• Learning
• Natural Capital
• Intellectual Capital
INTELLECTUAL ELASTICITY
-The concept of intellectual elasticity came from

Kenichi Ohmae.
-He wrote The Mind of the Strategy.
- Intellectual elasticity refers to flexibility and

adaptability in coming up, with realistic
responses to changing situations. “Strategies stem from creative
minds and not from rote
memory”
INTELLECTUAL ELASTICITY
For Ohmae, strategy as intellectual elasticity can be best portrayed in the following
situation:
a. In launching radical initiatives, strategy is referred to as creativity.
b. In identifying the key success factor in one’s business, strategy may mean investing
additional time, money and effort in the factors that have the greatest potential to
succeed.
c. In matching the company’s unique skills to the needs of the customers, strategy is having
the flexibility to study and adapt to the environment, to segmented and to concretize
improvement strategies.
d. Lastly, strategy in comparing one’s strengths with those of competitors and exploiting the
advantages to build on superiority.
MIND SET
-Rischard Pascale a faculty of a graduate school of business at stanford university

and an associate professor at oxford university considers strategy as a frame of
mind and an attitude.
-Pascale states that organization should develop within their system an outlook that is
deliberate and monitored .
-A cycle of success begins with the organization coming up with strategic concept,
that is, of a product or a service. It then organizes itself around the basic product or
service, and in process , creates a culture and personality for itself.
Pascale's way of thinking: companies should manage the future from the past buts
should manage the present from the future.
LEARNING
- Learning from an organizational perspective, is a process of maintaining and

improving performance experientially. Based on facts and data, learning is not
an accidental activity although it may happen consciously or otherwise.
-Learning in organization carry the spirit of aiming to be the best they compare
themselves with other organizations and learn from them.
Learning refers to any old and new knowledge and competencies, gained or
enhanced from persons, institutions, books, experiences, training and others.
NATURAL CAPITAL
With reference to Porter's concept of competitive advantage, Hawken et al.(1999)
look at strategy as a natural capital, They enumerate the components of Natural
Capital namely;
 Natural resources
 living system
 ecosystem service
They further stated the central strategies of natural capitalism.

They are the following;
• Focusing on radical resource productivity to further economic gains
• Shifting to biologically inspired production model to eliminate waste.
• moving to a solution-based business model where value is delivered as a flow of
service.
• reinvesting in natural capital to reverse planetary destruction
INTELLECTUAL LEARNING
The book Intellectual capital published in 2004 considers 2 categories

of knowledge
 common knowledge
 intellectual capital
It defines Common knowledge as trite and ordinary because its simply satisfies minimum
expectation and knowledge.
Intellectual Li
Capital
Common
Knowledge Survival
-Intellectual capital is the synergistic confluence and interrelationships of the
organization's valued resources.
It is intangible, Although not visible and concrete intellectual capital can be felt.
Mere possession of common knowledge may or may not assure survival but ownership
of intellectual capital generates Li.
Intellectual capital has 4 important components in the context of any organizational environment.
• Intellectual property ownership
• human resource asset
• market assets
• infrastructure assets
STRATEGY AS A TOOL
Aside from looking at strategy as a concept, strategic management gurus consider it as a
tool, a mode or approach by which goals can be achieved. Strategy as a process, method
or technique significantly catalyzes organizational growth and success.
Information
Technology
Strategy
as a Tool Balance
Scorecard
INFORMATION TECHNOLOGY
1. A potent concept of strategy as a tool is information technology. The past 30 years saw the radical
development of information technology.
Hammer and Champy (1993) looked at technology as an important strategy to moving organization and businesses
towards achieving corporate and entrepreneurial success faster.
a) Initially, an organization embarks on process improvement.
b) Once process improvement is in place, process redesign follows.
c) Lastly, the organization can pursue business process re-engineering.
Process Improvement Process Redesigned Process Re- engineering

2. Strategy as balanced scorecard. Being able to quantify performance is a competitive strategy. It gives
organizations real measurement figures, thereby allowing them to plan and devise ways of attaining
there set goals.
The Balanced Scorecard
PERSPECTIVE
1. Learning and growth Learning and growth measures are the engines of the other measures. They motivate employees to actualize
other measures. Otherwise, organization will find difficulty in translating strategy to workable performance.
2. Customer Customer measures are used by idea organization to increase customer reach and satisfaction.
3.Internal process For operationally excellent organizations, relevant measures are on supply chain.
4. Financial This perspective stresses the need to define a mechanism that measures growth and profitability.
PEOPLE AS STRATEGY
Strategy is both a concept and tool but it also people. People are strategies in themselves.
They are individuals who possess effective management, leadership, creativity, and
monopolistic intellectual capital.
Effective Management
and Leadership
Creativity
People as strategy
Monopolistic
Intellectual Capital
1. Strategy is effective management and leadership.
A. Alfred Sloan was a professional manager he was well-known for his service at General Motors in the 50’s
and 60’s.
B. Harold Geneen is said to be the greatest business manager after Sloan.
C. Lee Lacocca his one of the most widely read biographies in management and leadership.
D. Jack Welch was an Irish chemical engineer with a PhD in chemical engineering from the University of
Illinois.
2. Strategy is creativity.
3. Strategy is monopolistic intellectual capital.
THE END

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PERSPECTIVE

Prepared by: Group 9

Another strategist is explicitly portrayed in the book The Prince by Niccolo

Later in 60s and 70s, strategy started to take a more

-The concept of intellectual elasticity came from

-He wrote The Mind of the Strategy.

- Intellectual elasticity refers to flexibility and

a. In launching radical initiatives, strategy is referred to as creativity.

-Rischard Pascale a faculty of a graduate school of business at stanford university

- Learning from an organizational perspective, is a process of maintaining and

They further stated the central strategies of natural capitalism.

The book Intellectual capital published in 2004 considers 2 categories

Process Improvement Process Redesigned Process Re- engineering

The Balanced Scorecard

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