The paper "Leading and Managing People in Chaos and Complexity" is an inspiring example of coursework on management. The purpose of this report is to offer a reflection on strategy development and implementation for a large corporation. In the 21st century, organizations and corporations continue to face exciting, as well as dynamic challenges. Globalization forces companies to adopt strategic thinking because of the influence of good corporate strategies in enhancing the image and reputation of the corporations, as well as strategic competitiveness in the globalized economies. From this perspective, value-creating strategies are valuable in enabling organizations and corporations to achieve a sustained or sustainable competitive edge against other operators in the market of transactions.
Other competitors fail in their attempts to duplicate these unique value-creating strategies. The corporate strategy must incorporate and integrate commitments, decisions, and actions in pursuit of strategic competitiveness and increased profitability at the end of each fiscal period. Dimensions of Corporate Strategies In the development and implementation of strategies, large corporations have the obligation to enhance their understanding of strategic management by establishing the dimensions of strategies.
There are more than ten separate schools of thought relating to the development and implementation of strategies in large corporations. According to Ferry, the strategy tends to incorporate three critical strategies (2006). In the first instance, strategy in the large corporation should facilitate and sustain value creation from the shareholders and customers’ perspectives. From this perspective, it is valuable for such organizations to consider in the adoption and implementation of appropriate strategies and mechanisms in the course of defining the type of value, expectations, and communication of the value in the strategy. Business entities and corporations tend to have diverse goals and objectives in the adoption and implementation of their strategies (Burgelman, & Grove, 2007).
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