Strategic challenges of the 21st Century


This module describes \'what is strategy\' and \'what kind of strategic challenges can be faced by the organisation in the next century\' by the impact of globalisation. The module of \'Strategic Challenges\' consisted of 10 weeks time. During these sessions, I will be able to understand the strategy and its positive implementation and how to plan a strategic plan. The different seminar and presentations helped me in the development of personality. It also gave me direction to explain my ideas to other people. I have learnt a lot during this time. It will also help in my future.

The first part of my module deals about \'what is strategy?\'. Strategy basically deals with three basic questions and it applies to get the answer of these questions. The three questions are \'where are we today?\', \'where we want to go in future?\', and \'how we can go there?\'. Strategy basically makes a bridge among these questions. Initially, strategy is related with or derives form the military vocabulary as term or tool. Than I explain the modern view of the strategy. I explain the concept of \'Globalisation\' with its demands and complications. I also describe the impact of globalisation on the business.

The last session of this model is about indicating the some \'Strategic Challenges’ with the cope of globalisation impact, which would be faced by the organisations. The first challenge for the any organisation is to find out the complexity of the task and setting the vision of the organisation. Normally, strategy is designed by the top management and implemented by the operational management. In this model, I try to describe the every strategic challenge cope with schools of strategy by \'Mintzberg\'. I have also included the different frameworks and diagrams of different authors. I have also included the different theories and concepts of other authors. All the challenges of the 21st century, I take form the Internet by the expert\'s strategic managers.

What is strategy?

There is no single, universally specific definition of strategy. Different authors, managers, and military leaders use this term differently; some include goals and objective as part of strategy while others make firm distinctions between them.

Initially strategies referred to a role (a general in command of an army). Later it came to mean "the art of the general," which is to say the psychological and behavioural skills with which he occupied the role. By the time Pericles (450 B.C) it came to mean managerial skill (administration, leadership, oration, and power). And by Alexander\'s time (330 B.C.) it referred to the skill of employing forces to overcome opposition and to create a unified system of global governance. (The strategy processes, 3rd. ed., by Henry Mintzberg 1996, p. 2).

The thought and vision of every human being is different to each other. Every human being has a specific vision in his life. He is very much optimistic about his goal. Than next step, how he can achieve it. What kind of way he should be adopted. Than he started to apply different tactics to meet his shake and satisfying his dominant nature. When he reached, he became a superior on others and occupied a certain position. Thought is known as planning. Tactics and objectives are known as strategy. The example that comes into my mind for understanding what strategy is, is a bridge. This is where you are, on one side, and this is where you want to go, on the other side. The bridge has to be rooted at both ends. It doesn\'t make much sense to talk about strategy, which is just how you get across the bridge from where you are to where you want to go, and have your proposals fit one side and not the other. Now that\'s a trivial kind of notion. If you have a strategy that orients nicely toward your goal, but which makes all sorts of wrong assumptions about where you are starting out, will get you nowhere fast. If you have a strategy that understands the present context well, and relates sensibly to its possibilities and has good recipes for moving rapidly forward, but which doesn\'t aim toward where you want to wind up, that might be worse than no strategy at all.

If we are examine the corporate strategies of the