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Contemporary Strategic Control

In: Strategic Thinking for Turbulent Times

Author

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  • M. S. S. Namaki

Abstract

Control is an essential element of the process of strategic thinking. Yet different types of control require different interventions and deliver different outcomes. Operational and managerial control could fail at times, especially when it comes to the repositioning of the corporation or search for congruence with environmental shifts. They provide an answer to the question of “where do we plan to be” instead of “where should we be”. Blackberry and Kodak went through this difficult test. Blackberry failed at matching emerging technologies, and Kodak was late in doing so. Both are cases in which strategies focused on improving an established position instead of searching for a better “fit” within an emerging arena.

Suggested Citation

  • M. S. S. Namaki, 2014. "Contemporary Strategic Control," Palgrave Macmillan Books, in: Strategic Thinking for Turbulent Times, chapter 18, pages 158-163, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-41400-7_19
    DOI: 10.1057/9781137414007_19
    as

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