The Definition of strategy differs from person to person, showing that there is no definition that can fit every situation.
It is hoped the definition mentioned here can help you understand better the meaning of 'strategy'. This can become handy when you prepare your human resource management strategy in line with the organizational business plan.
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What follows show how some writers define 'strategy' or describe the situation under which strategies are used.
Michael Porter defines "strategy" in terms of competitive strategy which is 'about being different.' He argues that strategy is being in a competitive position, being different in the eyes of the customer, and adding value through a combination of activities that are different from those of competitors.
Note that "blue ocean strategy" may fit here.
In "Top Management Strategy", Tregoe and Zimmerman define strategy as:
Steven Covey's "Seven Habits of Successful People" mentions that people need to keep the end in mind.
George Steiner, considered by many as the father of strategic planning, does not define strategy.
But he pointed out "certain things such as strategy is what top management consider are very important to the organization, that it refers to purposes and missions, that it consists of important action to achieve the missions, asking the questions 'What should the organization be doing?' and 'what are the ends we seek and how should we achieve them?'"
Maybe one can consider that this is some form of definition.
Definition of Strategy in the Context of Nation Building and Defence
In "The Essentials of Strategy" by Harvard Business School Press, Harvard Business School, it is stated:
Resources would include the IT resources and internet services of a nation. Threat scan include those carried out in cyber space.
Fred Nickols (2000) write:
Definition of Strategy in the Context of Marketing
Reed Elsevier's review of Kim and Mauborgne's book, "Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant" states:
With this groundbreaking book, Kim and Mauborgne - both professors at France's INSEAD, the second largest business school in the world - aim to repair that bias. Using dozens of examples - from Southwest Airlines and the Cirque du Soleil to Curves and Starbucks - they present the tools and frameworks they've developed specifically for the task of analyzing blue oceans. They urge companies to "value innovation" that focuses on "utility, price, and cost positions," to "create and capture new demand" and to "focus on the big picture, not the numbers." And while their heavyweight analytical tools may be of real use only to serious strategy planners, their overall vision will inspire entrepreneurs of all stripes, and most of their ideas are presented in a direct, jargon-free manner. Theirs is not the typical business management book's vague call to action; it is a precise, actionable plan for changing the way companies do business with one resounding piece of advice: swim for open waters."
There are organizations who believe in this strategy. Many are still using "red ocean strategy," the strategy used by organizations in direct competition with each other. In fact, red ocean continues to influence people's life even today.
Others have their own definition of strategy.
It follows that HR strategies will depend on the types of business strategies that your organization is using or is going to use.
Understand the definition of strategy that you want to use and then make your HR plan. Strategies are important in almost every field and this include HR.