Strategic Management: A Cross-Functional Approach

Rating:
Summary: A NO FRILLS STRATEGIC LEADERSHIP-MANAGEMENT PRIMER
Review: "Strategic Management: A Cross-Functional Approach" (SM) is one of those much needed, yet, rare finds that treats the organization for what it actually is/ought to be - a cooperative arrangement of functional departments/divisions of knowledge workers aimed at carrying out the firm's mission and vision.

SM, in some respects, acts as a bridge to facilitate contemporizing leadership-management with, what appears to be, a faint Systems and Quality Management ideology background, for the non Systems and QM-minded strategist.

Having reviewed a number of the more "popular" books before getting acquainted with SM, its content was "meticulously" examined and found to be an extremely well thought-out book. It is a contemporary, no frills, yet comprehensive treatment of the subject that takes into account some of the "best" of what has been written about leadership and management. Its ten chapters are succinct and to the point. Its diagrams are clear and concise. Its tables are practical and user friendly. A wealth of information packed in 266 pages.

SM encourages to analytically and critically examine different strategic management perspectives; integrate these perspectives with the individual knowledge centers of the firm; and, ultimately formulate unique company-oriented strategic models.

Unlike other business books that focus narrowly on a given functional area of business (accounting, human resources, information systems, logistics, marketing, operations and production, and research and development), SM is about looking at the enterprise from the big-picture perspective and connecting the dots. Its center of attention is the total organization, its industry, the competitive environment in which it operates, its long-term goals, its direction and strategy, its resources and competitive capabilities, and its opportunities for success.

SM is not about solving single problems or issues, confining one's analysis to a narrow functional area, or coming up with only one right answer. Instead, SM encourages to think and carry on strategically. That is, to think and act from a futuristic, and holistic organizational perspective, asking not "What is?," but "What is your destination?," "What future do you seek?," and more specifically, "Who are we?," "What we want to achieve?," and "How will we achieve our mission and objectives?" It also addresses, "What are we going to sell to?" "Who are our target customers?," and "How can we outdo or bypass the competition?"