"All men can see the tactic with which I carry out my conquests, but few are able to see the strategy that makes victory possible." Tzun Tzu.
Summary
The use of the strategy dates back to antiquity and was born in the military field; he was introduced to the academic world by Von Newman in 1944 with the "Theory of the Games"; in management theory since 1962 and in pedagogy in 1987, making it the most widely used management tool in the world.
The practice and systematic study of this topic shows that there is no universally applicable model, since each sector or company has its particularities that make it unique, therefore the generalization of particular models of strategic management applied in other sectors, industries or countries bring with them own mistakes and failures.
Likewise, worldwide, it is perceived that the models created present, as the main handicap, the lack of integration of the strategic level with the tactical and the operational level in the management functional cycle, which affects their execution and, therefore, efficiency and efficiency of the companies where they are used.
This article presents the result of a 10-year investigation on the application of strategic management in the world, from which the conceptual bases are stated and it is explained, step by step, how to develop the strategic management process for achieve the integration of the strategic, tactical and operational levels.
The article is aimed at businessmen, researchers and professors, with the aim of providing a systemic theoretical methodological procedure that complements the integration of the strategic with the tactical and operational levels, facilitating the effective application of this novel management tool in the new Spanish American economic order.
Keywords.
Strategic planning, strategic direction, strategy, tactic, key result area, key success factor, mission, vision, objective, strategic control, shared values, strategic analysis, strength, opportunity, threat, weakness.
Genesis and evolution.
To talk about the concept of "strategy" and its evolution, the reference to the year 300 before our era is taken with Tzun Tzu's book "The Art of War", in which, based on the experiences of the old campaigns, It establishes recommendations on how to wage war, organization for armies, use of weapons, as well as explaining the influence of geography and politics on war.
The term strategy is of Greek origin. Strategy, strategists or the art of the general in war, comes from the fusion of two words: stratos (army) and agein (lead, guide).
In the Larousse dictionary, strategy is defined as the art of directing military operations, the ability to lead. The reference to the emergence on the military field is confirmed, it refers to the way to defeat one or more enemies on the battlefield. It is synonymous with rivalry, competition.
In the Hellenic world, it was characterized by the observations and writings of Xenophons and Thucydides. They mark the beginning of the strategy as a military science; in Rome they have Polibio, Plutarco and Tito Livio who related their strategic experiences. The maximum representative of this era is considered Emperor Julius Caesar.
With the Renaissance appears the figure of Nicholas of Machiavelli, who writes his book "The Prince" makes important recommendations on the composition of armies and the use of power to ensure the existence of the State.
With the French Revolution and the entire great bourgeois revolutionary cycle of the 19th century, one of the modern architects of the strategy emerges, Karl Von Clausewitz, who in his work "On the War", systematizes the knowledge accumulated until then about the war and its technique; The thought of this author was influential until shortly after the World Wars.
The concept "strategy" was introduced in the academic field in 1944 with the game theory by Von Newman and Morgerstern, and in the field of management theory it was announced in the United States of America in 1962 and exposed in the Igor Ansoff's book (1965), "Corporate Strategies".
In 1987 the concept appears in the field of pedagogy, enthroned with different nuances (educational strategy, metacognitive strategy, learning strategy, etc.) addressed by the authors Chawich C. B (1987), Betancourt (1995), Riveira A. and Sevillano ML (1995), Labarrera SA (1996), Serra R. (1993), Ortiz E. (1995), Mariño M. (1995) and Augier A. (1995). This last trend is mainly used by Cuban authors (78%), as you can see the use of the term has been advancing from the military field to the humanistic area.
In international literature, to refer to strategy, the terms Strategic Planning, Strategic Management, Strategic Management, Strategic Management, Strategic Formulation and its equivalent in English, Strategic Management are wrongly used. In this sense, it should be stated that according to the essence and steps of the revised models, the appropriate term is Formulation or Strategic Planning since they only address this phase, execution and control, although they are mentioned as phases, they are not integrated from the formulation, which has brought with it that the integration of the strategic level with the tactical and the operational level in the functional management cycle is not achieved.
The integration of the strategic, tactical and operational levels. An analysis from three perspectives.
According to the studies carried out, the implementation of the strategy has been the phase least treated by the researchers, as well as the variables that influence its effectiveness. Likewise, the integration of the strategic level with the tactical and operational levels.
To expand the elements previously exposed, the result of the research on the subject is shown with three essential elements: Assessment of the key terms used in the definitions of the concept of strategy; Evaluation of models designed by different authors and expert criteria.
Assessment of the key terms used in the definitions of the concept of strategy.
The review of 36 different definitions of the concept of "strategy", addressed by different authors between 1962 and 2002 through the bibliometric study with the method of analysis of joint citations, allowed defining three groups:
Group I that brings together the concepts related to the company environment interaction Tabatorni (1975), Ansoff (1976), Hoffer (1978), Quinn (1991), Mintzberg (1993), Le Blanc (1993), Harper (1994), Saravia (1994), Certo (1994) and Wright (1996).
The aforementioned authors provide definitions that demonstrate the essence of the emergence of strategic management, such as the need for a management tool that facilitates the organization's adaptation to a turbulent environment and that guarantees proactivity to avoid being surprised by constant changes.
Of the aforementioned authors, seven are of North American origin (78%) and the stage of further elaboration of definitions for this group was in the 90s of the 20th century (70%), which could be due to the crisis economic, increased competition and accelerated development of technology, resulting in the need to raise the level of proactivity in organizations.
Group II presents the definitions of the concept that refer to the achievement of organizational objectives. Andrews (1962), Menguzzatto (1984), Paz (1984), Halten (1987), Stoner (1989), Koontz (1992), Steiner (1991), Porter (1992), Lambin (1994). This group evidences the influence that the success of the management by objectives had had since 1954 and argue the strategy as a way to achieve the fulfillment of organizational goals.
Like the previous group, most of the authors are North American (67%) and the terms appear scattered.
Unlike group I, in this one, the concepts are not grouped, but are dispersed, which shows that they arise during the process of developing strategic management models from 1962 to 1994. This stage defines the boom period of the strategic direction in the world, in this same way you can refer to the beginning of your employment in Cuba.
Group III has the definitions that focus attention on the term competence. Quinn (1991), Porter (1992), Mintzberg (1993), Ohmae (1993), Harper (1994), Londoño (1995). As can be seen, this trend was accentuated in the 90s of the 20th century.
The concepts of this group refer to rivalry, combat, or the need to defeat opponents on the battlefield. As a negative aspect, the overvaluation of the competition factor, violence, and the underestimation of values are criticized. The rise of this trend corresponds to the rise of neoliberalism in the world, led by the hegemony of the United States.
The analysis carried out established that the country where the largest number of definitions of the “strategy” concept have been elaborated is the United States (61%), as well as the last decade of the 20th century, the stage in which the most concepts of strategic direction were elaborated in the world. and that the terms environment (25%), objectives (22%) and competition (14%), the most used in them.
The strategy arises in the military field and is seen as competition to defeat the enemy, it goes through a stage where the interrelation of the organization with the environment is the protagonist, a stage of formulation and fulfillment of organizational objectives, and after many years returns to competition, this time the war is in the market, the latter led by American neoliberalism, having to move towards values to give a humanistic approach to strategy.
After the analysis carried out, the possible existence of consensus between the authors in the definitions of the concept of strategy was determined, for which the method of Kendall's correlation analysis was used, it was established that there is no consensus among the 36 authors studied, There is a high degree of dispersion of the key terms used in the definitions provided by them.
Likewise, it is appreciated that the authors use the key terms to characterize the strategic management models designed by them. In a general sense, the concepts provided by the authors do not define the strategic management models they propose.
On the other hand, the sustained tendency to focus attention on their definitions in terms related to the planning or formulation phase can be clearly appreciated, not paying attention to the implementation, execution and control phases. This demonstrates the absence of integration between the strategic, tactical and operational levels in the models created so far.
The analysis carried out allowed us to propose a new definition that captures a new edge that was not previously addressed by the aforementioned authors, therefore defining the strategic direction as: the iterative and holistic process of formulation, implementation, execution and control of a set of maneuvers, which guarantees a proactive interaction of the organization with its environment, to contribute to efficiency and effectiveness in fulfilling its corporate purpose.
Evaluation of models designed by different authors.
This section presents the results obtained from the study of 27 strategic management models, designed and applied in the world between 1984 and 2001.
To carry out the analysis, the Cluster method was used, for the statistical program package "Statistic Program for Social Sciences" (SPSS) for Windows (version 10.0, 1999). Ward's method is a method of uniting individuals.
Cluster analysis of the variables used in the strategic management models
By performing the dendogram cut obtained in the classification of variables of 27 strategic management models at level 15 of the combined distance scale of the Cluster, it is possible to define three groups of variables. When evaluating these groups, it can be seen that they all focus on key concepts for strategic direction.
The first group of variables is centered around the concept: planning and when analyzing the practical significance of the other concepts, we can call this group as those variables that are related to planning.
The second group has as its central concept the objectives, the other concepts show a close relationship with their formulation, therefore it will be called a group of variables related to the formulation.
While the third group focuses its attention on the concepts: mission, vision and strategy, the other concepts revolve around them, with which they refer to the diagnosis and key concepts for the formulation of the first three, so it will be called a group of variables related to the diagnosis / formulation of strategies.
As can be seen, the central concepts of the three groups refer to the formulation phase, which shows the absence of integration between the strategic, tactical and operational levels in the strategic management models analyzed.
Cluster analysis on strategic management models
The dendogram obtained for the models was cut to level 6 of the Cluster combined distance scale, thus obtaining six groups of individuals. The first is formed by the Eugenio Yañes 89 model, the second by the Goldsmith 97 and Gimbert 98 models, the third by the Menguzzatto 84, Steiner I 96, Steiner II 96, Argenti 97, Lazo Vento 98, Valencia 99 models and Gárciga 99, the fourth is made up of the models by Wright 94, David 94, Certo 95, Jones 96, Borges 96, Pérez Llanes 96, Navas 97, Bienmas 97, Strckland 97, and Kotler 98, the fifth by the Sallenave models 92, Stoner 97, Bueno 97 and Andrews 97, and lastly, group VI, which is made up of the Whwleen 97, Fermín 98 and Kanry 00 models.
The model of Eugenio Yañez forms, by himself, a group, which was created in Cuba in 1989. It was the most particular model of all analyzed and is characterized by addressing eleven concepts, but only related to the formulation of the strategy, since ignores the rest of the groups of concepts defined above.
This group, as expressed above, does not achieve the integration of the strategic, tactical and operational levels by focusing its attention only on the strategy formulation phase.
Group II is made up of two models, designed in the United States and Spain in 1997 and 1998, the models in this group share the concepts of vision, mission, strategy and objectives, and one or the other model contains other concepts that are mainly distributed in the group of variables that reflect a way of acting depending on the formulation and the objectives.-
In the group previously analyzed, as stated, the models do not significantly address concepts related to the implementation of the strategy, so they are models that do not consider the integration of the strategic, tactical and operational levels.
The models that make up group III were created in the United States, Spain and Cuba, between 1996 and 1999. These models have in common that they all consider the concepts: diagnosis, implementation, objectives and strategies and include, in some models more than others, some concepts related to the three groups of variables previously defined, that is, it is of all the groups of models the one that more concepts distribute.
The group that is analyzed, unlike the others, has concepts related to the implementation phase, but when they are analyzed individually, it is concluded that they do not achieve integration between the strategic, tactical and operational levels.
The models that make up group IV were created in the United States and Spain between 1994 and 1997 and they share the concepts of objectives and strategy and, in general, this group is similar to group III, its difference is in the incorporation of the step control.
As can be seen, this group does not consider the concepts related to the implementation phase, which affects the integration of the strategic, tactical and operational levels.
Group V has four models created in the United States and Spain between 1992 and 1997, it is made up of the least elaborated models, they consider in common the concepts of diagnosis and strategy, while the poor number of concepts that, in general, manage these models, it is a matter of distributing it in the three groups of variables defined above, as is logical, resulting in little elaboration in all senses. Like the previous five groups, this group does not consider integration at the strategic, tactical, and operational levels.
Group VI is made up of three models created in Cuba, the United States and Japan, respectively, between the years 1997 to 2000 and includes model 21, which is, among all those considered, the one that handles the most concepts, 17 in total, but also it includes model 27, which is the one with the fewest concepts, two in total; In addition, this group is made up of model 18 with 8 concepts in its formulation. Thus, these three models focus their attention on the variables of the planning group, where they share the diagnostic and policy steps, and distribute their other concepts in the groups of diagnostic and formulation variables. This means that they do not pay attention to the group of variables dedicated to the objectives, although they do include the step as such.
The steps used by this group focus attention on planning, which is why it is established that it does not have integration between the strategic, tactical and operational levels to achieve the effectiveness of its implementation.
Expert criteria.
To obtain the expert criteria, the Delphi method was used to 23 international experts, for which those with a coefficient of competence between 0.8 and 1.0 were selected, of which 91% (21) are Full Professors and Doctors and the 9% (2) Master of Science and Auxiliary Teachers. 50% have more than 15 years of experience in research and teaching on the topic of strategic management and 50% between 10 and 15 years.
The questions asked to the experts were:
Do you consider that the current strategic planning models guarantee the integration of the strategic, tactical and operational levels?
What are the essential variables to achieve the effective implementation of strategic management in an organization?
The results obtained on question 1 are expressed in table 1
Table 1. Delphi method results to 23 international experts
| Criterion obtained | Number of experts | Total votes | Negative votes | Concordance coefficient |
| Traditional strategic management models do not guarantee the integration of the strategic, tactical and operational levels. | 2. 3 | 2. 3 | 3 | 87% |
The causes stated by the experts were:
Excess centralization in decision making.
Predominance of the attention of the leaders to operational management.
Little participation of leaders in the formulation and implementation of strategies.
Lack of conceptual integration.
Need to integrate execution and control from the formulation phase into the functional management cycle to complement the integration between the strategic, tactical and operational levels.
Marked pragmatism and empiricism in studies and application.
Insufficient preparation of the leaders.
Absence of the identification of the variables that influence the effectiveness of the implementation of the implantation.
Few tools related to implementation.
The results obtained on question 2 are expressed in table 2.
Table 2 Results of the application of the Delphi method to 23 international experts
| Criterion obtained | Number of experts | Total votes | Negative votes | Concordance coefficient |
| Strategic change leadership | 2. 3 | 2. 3 | one | 96% |
| Adaptation of the structure to the defined strategy | 2. 3 | 2. 3 | two | 92% |
| Adaptation of culture. | 2. 3 | 2. 3 | 3 | 87% |
| Formulation of policies to achieve alignment. | 2. 3 | 2. 3 | two | 92% |
Significance of variables determined by experts in relation to implantation
Through the use of the Delphi method to 23 international experts, the variables that influence the effectiveness of the implementation of strategic management in organizations were determined: leadership of change, adjustment of structure to strategy, formulation of policies and adjustment of the culture to the strategy and subsequently the degree of significance between the implementation and the variables defined by the experts and their presence or absence in the 27 strategic management models studied using the Chi Square test was determined.
The test result for the four variables is shown below:
The relationship between implantation and adjustment of culture obtained a highly highly significant value.
The relationship between implementation and change leadership obtained a highly significant value.
The relationship between implementation and the adjustment of the structure to the strategy obtained a highly significant value.
The relationship between implementation and the definition of policies for execution obtained a highly significant value.
The obtained result evidences that the effectiveness of the implementation of the strategic direction depends on the variables: adjustment of the culture, the leadership of the change, the adjustment of the structure to the defined strategies and the formulation of policies to guarantee the alignment and coherence of the process of implantation and execution of the defined strategies.
The aforementioned result shows that implementation is the phase of strategic management that researchers on the subject have paid the least attention to, which has brought about the absence of integration of the strategic level with the tactical and operational level in the functional management cycle.. The authors of the 27 models studied consider the implementation of independent strategic management of the variables mentioned in the previous paragraphs.
Strategic management model to complement the integration of the strategic with the technical and operational levels in the functional management cycle. (see figure 1)
Modeling, as a general scientific method, has penetrated all spheres of man's cognitive and transformative activity and is used as an epistemological procedure to limit diversity in phenomena, serve as a transmitter of information from the object to the subject, based on a unique logical foundation and acts as a certain type of regulation with which, the assimilation of the object is carried out by means of an intermediate link that is the model.
The term Model, from the Latin, “ modelus”, which means measure, magnitude, is related to the word “ modus” (copy, image). The term model is used in the present thesis as the representation of a real object that in the abstract plane man conceives to characterize it and to be able, on that basis, to solve a problem posed.
The study of 27 strategic management models applied between 1984 and 2001 in the world, through Cluster analysis, shows that strategic management consists of four main phases: formulation, implementation, execution and control. Likewise, it was determined that the phase to which more attention has been given has been given is formulation. The implementation, execution and control, although mentioned as phases, have insufficiencies that affect effective execution, and implementation is the most affected. According to Fortune magazine report , nine (9) out of ten (10) strategies approved by the management of a company, never get to be implemented operationally, which corroborates the previous approach.
Below is the methodological scheme that served as the basis for the conception of the strategic management model, which includes: regularities, theoretical bases, general and theoretical methodological principles, premises; the model steps and procedures under the system approach.
Methodological scheme for the conception of the strategic management model for mining companies.
The design of the strategic management model is based on an in-depth review of international and national literature on the subject, on the theoretical and practical experience accumulated during the participation and direct advice in the process of improvement of the management systems of different companies from the year 1989 to 2002, both inclusive.
General objective of the model
Contribute to achieving the integration of the strategic, tactical and operational levels, which favors its implementation and execution in order to increase the efficiency and effectiveness of Spanish-American organizations.
Theoretical bases
The fundamental bases that support the conceptual model designed are: strategic management, as a general method of management; management by objectives, as a process management method; management by values, as a tool to legitimize change; benchmarking, as a learning tool to improve performance; policy direction to facilitate implementation and ensure the integration of the strategic, tactical and operational levels; General systems theory, organizational learning theory, knowledge management, human capital and its qualification, competence and experience, as well as the material and information technical infrastructure.
The design of the strategic management model is essentially based on the system approach based on the five steps proposed by Idalberto Chiavenato to recognize a system:
Location of component parts or elements that are related to each other.
Identification of the pattern that governs relationships.
Perception of a purpose seen as a whole.
Definition of the environment where the component parts or elements act.
Establishment of the cycle of events that identifies the system process.
To represent and explain the strategic management process in the designed model, the system flow chart is used to express its qualitative properties, with a logic based on the description of the stages, steps and procedures.
Regularities in strategic direction
The interaction of the organization with its environment.
Assumptions.
No organization can subsist in isolation, without interaction with its environment.
Individuality in the form of manifestation of external factors on the organization (what for one organization constitutes a threat, for another it can constitute an opportunity). In the dialectical relationship that the organization makes with the environment by satisfying the demand for goods or services, it perceives manifestations expressed through political - legal, economic, technological and social forces that can be positive (opportunities) or negative (threats), but this form of demonstration does not mean that it behaves the same for two organizations even if they are from the same market sector.
All behavior of an external factor in relation to the organization has an impact (I) which can be positive (opportunity) or negative (threat). The adaptation of the organization in this case would be given to possess a capacity (C) to take advantage of efficiently and effectively the form of positive manifestation of the external factor (opportunity) or to adequately protect itself from the negative factor (threat) so that the intensity impact effect (IEI) does not have a detrimental result on the organization.
The aforementioned means that if there is a certain key factor in the environment that can provide an opportunity for the organization's activity but that it does not have the positive capacities (strengths) to take advantage of it, then it would cease to be an opportunity to become a restriction. However, if the form of manifestation of the external factor is negative, that is, a threat, but the organization has sufficient capacity to mitigate the negative effect that it may cause, then the intensity of the effect of the impact of said threat would be minimal.
The necessary correspondence between thought, attitude and intention during the execution of the strategic direction.
Assumptions.
For the formulation, implementation and control of the strategic direction, mastery of its tools and techniques is essential. (thought)
Necessary integration of the strategic level with the tactical and the operational.
There is effectiveness in the execution of the strategy if it is fulfilled that:, where the effectiveness of the Implementation of the Strategy, PE strategic thinking, AE Strategic Attitude and IE Strategic Intent.
Based on the previous assumption, the definitions of each element were elaborated.
Strategic thinking: set of judgments, concepts and conceptual, technical and human skills necessary to successfully carry out the process of formulation, implementation, execution and control of the strategic direction.
Conceptual skills are those related to the capacities to integrate the different levels of the organization with coherence and harmony.
Technical skills are those related to mastering the proper tools for the formulation, implementation, execution and control of strategies.
Human skills have to do with the ability to interact with members of the organization, to promote teamwork, achieve commitment, motivation and effective communication.
Strategic attitude: disposition of mind manifested in the successful execution of the actions related to the formulation, execution and control of the strategic direction.
Strategic intention: determination of the will in order to a previously established strategic purpose. The intention is reflected in the action.
General principles
Scientific character.
Systemic and holistic approach to the process.
Ethical nature of the management process.
Eminently formative and developer character of the strategic management process.
Autonomy in strategic decision making.
Theoretical methodological principles
The hierarchy of the planning process. Materialized from the strategic levels at the level of the entire organization to the individual level.
The iterative character. Between the different steps of the model as a whole.
Holistic nature, when considering the parts of the model not only in constant interaction between them, but with the whole.
Integrative character. To harmonize and achieve coherence between the strategic, tactical and operational levels.
Transfunctional character, by promoting the development of the four management functions with a systemic approach.
Participatory nature. Inherent in the model in all phases of the general strategic management process.
Proactive character oriented to results. Both its conception and systematic application and the one that governs its continuous improvement, to adapt to the new conditions and demands of the environment and of the organization itself.
Economic rationality. That should characterize the execution of the different stages and processes inherent to its implementation, as well as the achievement of the results expected by these organizations.
The cooperation. For effective execution with rationality, achieve the coherence and integration necessary to guarantee results with a high level of effectiveness.
Flexibility. Both to adapt to internal and external changes to ensure that the organization continuously adapts and perfects itself to the demands of the environment.
Systematic feedback and permanent interaction. In the execution of the different phases of the general strategic management process, as well as the elements involved in it.
Premises for the application of the model
Commitment of senior management and members of the organization for effective implementation and execution.
Organizational culture that drives change, teamwork, access to information.
Adequate adjustment of culture, leadership, structure and definition of policies with implementation.
Environment and model frontier
The strategic direction by its essence, must guarantee the adaptation and proactivity of the organizations with the environment, that is to say, it is related to all the processes of the environment and therefore, they constitute its frontier. Within the framework of the organization, all its functions and processes are closely related at all times, due to the need for harmony, integration and coherence to achieve correct operation.
Content of the strategic management model.
All the theoretical aspects of each stage of the model are explained below, as well as the description of the tools and procedures to be used in each of them. It is necessary to clarify that the stages have an iterative character since each one pays tribute to the subsequent ones and vice versa, so that to achieve coherence and integrity of the entire process, it must be analyzed together.
First stage. Strategic analysis
In any company it is essential to know the events of the macro and microenvironment and their manner of manifestation, which will allow knowing how they can influence the values of the members of the organization and the potentialities necessary to fulfill the mission and achieve the vision. and, in relation to this, establish the necessary values to face said events without negatively impacting the belief system and basic values of the members of the organization.
Process.
Carry out the strategic diagnosis
The strategic analysis aims to define the external and internal strategic position of the organization, that is, the predominance of threats or opportunities in the external aspect or strengths or weaknesses at the internal level. The strategic diagnosis has three levels; the diagnosis of the macro or global environment, the micro environment and, finally, the internal diagnosis of the organization.
To carry out the diagnosis, the evaluation matrices of external and internal impacts were designed. They are designed based on achieving the necessary proactivity and taking into account the implementation from the planning phase, therefore, the impact and the ability to respond to impact are used as indicators, which are evaluated based on the capacities of the organization and take into account the variables that are then protagonists in that phase.
Analysis of external impacts.
To carry out the analysis of external impacts, the following procedure is used.
List the macro and microenvironment factors involved in the organization. (it comes from the analysis of the macro and the microenvironment). It is done by analyzing Porter's five forces.
Determine the form of manifestation of each factor of the macro and microenvironment in relation to the organization as a threat or opportunity. It is assigned a value of zero (0) if it is an opportunity and one (1) if it is a threat.
Evaluate the degree of impact of the form of manifestation of each force or key factor on the organization, assigning it a weighting of: 1 point (Impact without relevance); 2 points (moderate impact); 3 points (Critical or very relevant impact).
Evaluate the level of responsiveness that the organization has to protect itself or take advantage of said impact, assigning it a weighting of: 1 point (without control); 2 points (moderate control); 3 points (high control).
Determine the intensity of the impact effect of each form of manifestation of the key factors evaluated on the organization, for which the following formula IEI = where IEI (intensity of impact effect), FM (form of manifestation of the external factor) I is used (impact intensity) and C (responsiveness or control over impact). The hypothesis is defined "the greater the control over the impact, the lower the intensity of the impact effect".
The PE = formula is used to determine the external strategic position of the organization.
The weighted average result is 2; therefore, when PE <2, the organization has an external strategic position with a predominance of opportunities and when PE> 2, the external strategic position will be with a predominance of threats.
EVALUATION MATRIX OF THE EFFECTS OF EXTERNAL IMPACTS
| External factor | Form of manifestation of external factors | Magnitude
Of Impact |
Answer's capacity | Intensity of impact effect |
| It comes from the analysis of the macro and / or microenvironment | 0 = Opportunity
1 = Threat |
Low = 1
Medium = 2 Critical = 3 |
No control = 1
Medium = 2 High control = 3 |
IEI = |
| PE = |
Analysis of internal impacts.
The following procedure is used to carry out the analysis of the internal impacts.
List the form of manifestation of each internal factor. (it comes from the analysis of the internal aspects).
Determine the form of manifestation of each internal factor of the organization as strength or weakness. It is assigned a value of zero (0) if it is a strength and one (1) if it is a weakness.
Evaluate the degree of impact of the form of manifestation of each internal force or factor of the organization, assigning a weight of: 1 point (Impact without relevance); 2 points (moderate impact); 3 points (Critical or very relevant impact).
Evaluate the level of responsiveness that the organization has to mitigate this impact, assigning it a weighting of: 1 point (without control); 2 points (moderate control); 3 points (high control).
Determine the intensity of the impact effect of each form of manifestation of the key factors evaluated on the organization, for which the following formula IEI = where IEI (intensity of impact effect), FM (form of manifestation of the external factor), is used, I (impact intensity) and C (responsiveness or control over impact). The hypothesis is defined "the greater the control over the impact, the lower the intensity of the impact effect".
Determine the external strategic position of the organization, for which the PE = formula is used.
The weighted average result is 2; therefore, when PE <2, the organization has an internal strategic position with a predominance of strengths and when PE> 2, the internal strategic position will be with a predominance of weaknesses. To automate this process, the Strategic Diagnosis software was created.
EVALUATION MATRIX OF THE EFFECTS OF INTERNAL IMPACTS
| Internal factor | Form of manifestation of internal factors | Magnitude
Of Impact |
Answer's capacity | Intensity of impact effect |
| It comes from the internal analysis of the organization | 0 = Strength
1 = Weakness |
Low = 1
Medium = 2 Critical = 3 |
No control = 1
Medium = 2 High Control = 3 |
IEI = |
| PE = |
Learning to improve performance
Once the internal and external strategic position of the organization is known, valuable initial information is already available to establish its strategic location; However, it is still necessary to obtain more details, among these, about the leading organizations in the sector, in such a way that it allows them to be better known to learn from them, which will allow decisions to be made, such as equalizing their performance or surpassing it through learning.
Process.
The author of this work proposes the Learning Matrix, which is based on Boxwel's benchmarking process, but simplified, to make its use operational.
The learning matrix is used as a tool to achieve organizational transformation and change capacity with a proactive approach, the unlearning and learning of the organization based on the strategic aspects necessary to achieve coherence of the process with a holistic approach, from the formulation, which contributes to taking into account the strategic aspects to be controlled and implemented from the planning phase.
Define the key factor, the strategic unit of activities or aspect in which you want to improve performance.
Identification of the most advanced organizations in the sector and obtain information from them.
The identification can be:
At the international level.
At the national level.
At the territorial level.
At the provincial level.
For the identification of the most advanced organizations at the provincial, territorial and national levels, the following can be used:
Reports, financial balances.
Exchanges or meetings.
When identification is at the international level, the operational reference and the meetings or forums in which they participate can be used:
Measure the performance of the organization with respect to the most advanced.
Measure the performance of the organization with the performance of the chosen organization.
Establish the learning gap.
Define the desired state.
Equalize the performance of the target organization.
Exceed the performance of the target organization.
The information obtained is taken into account in the passage of shared values, the mission, the vision, the formulation of strategies, in the implementation and during control.
Organizational learning matrix
| Key factors |
Model organization. |
How does
the model organization do it? |
How does our organization do it? | What to do to match or exceed the performance of the model organization? |
Advantages of this procedure
Helps integrate mission, vision, goals, and strategies with learning.
Provides a benchmark of how to raise the overall performance of the organization, one, several key factors or a strategic business unit.
It contributes to raising the motivation of the members of the organization by achieving goals.
It fosters commitment, cohesion and a sense of belonging when working in the organization, for the organization and for the organization.
Helps maintain organizational direction.
It allows generalizing the positive experiences achieved by leading organizations and implementing them at a minimum cost.
It is possible to focus attention on the internal and external aspects of the organization, which improves the strategic thinking of leaders, both at the strategic apex and in the middle line.
Second stage. Shared values
In the strategic management model presented, shared values are a tool to promote and legitimize organizational change and achieve effectiveness in the implementation of strategic management in mining companies, which will contribute to increasing their efficiency and effectiveness.
Process.
To make shared values a strategic management tool, the Shared Values Assessment Matrix was designed, for which the following steps must be followed:
Make a diagnosis of the basic beliefs of the organization. For which surveys, questionnaires, observation etc. are used. Once the information has been obtained, the existing values in the company are listed. This step also analyzes the level of influence that the situation of the macro and microenvironment facing the organization may be exerting and if the beliefs and values are compatible with the situation that it will face in the future and the elements defined in organizational learning; This analysis is carried out with the aim of achieving cohesion and integration of the entire strategic management process and preparing the forces for change.
Define the scale of values and / or basic beliefs necessary to achieve the implementation of strategic direction and strategic thinking in security and protection companies, taking into account the operational situation faced by each and establish the gap between the scale of values real that the company owns and those that it needs to achieve the required effectiveness.
Define the instrumental values to get the necessary shared values defined. In order for the entire organization to be prepared to face and mitigate threats, take advantage of opportunities, reduce weaknesses and take advantage of strengths, it is necessary to prepare it for it, which is achieved through instrumental values. This step aims to guarantee the proactive nature of the strategic direction.
Shared Values Evaluation Matrix
The shared values matrix is a simple procedure that enables the definition of instrumental values to achieve alignment of real shared values with the ideal values of the organization. Below is the same.
| Existing shared values | Define the required shared values | Set the instrumental values to achieve the necessary values |
| Tools are applied for its diagnosis and identification
They are evaluated in relation to the company's internal and external strategic position and the need for learning. They are ordered and listed by weighted voting. |
Expert criteria are used
The internal and external strategic position of the company, the need for learning and the real values are taken into account The operational situation. |
They are defined to cover the gap between existing and necessary values. |
Third stage. Definition of the final values of the organization
The final values are essential to make sense and unite the effort where the
long-term organization, and refer to the type of company you want to achieve, the dimension to be achieved, the differentiation to be achieved.
The final values are formed by answering the following questions:
Who are we and why does the organization exist? (mission)
Where is the organization headed? (vision)
How to get to where the company is headed? (strategic objectives)
How to achieve the stated objectives? (strategies)
What are customers looking for? (key success factors)
How to achieve the key success factors? (key result areas)
Process.
Step 1 Formulation of the organization's mission
Every organization has a mission with a double dimension: one economic and the other social, the second clearly depends on the first. While the economic dimension refers to the critical need to be profitable, the social dimension refers to nonspecific aspects such as generating employment, developing professionals, as specific aspects according to the sector and the activity to which it is dedicated: teaching, insuring, etc..
Objectives of the elaboration of the mission
Prevent changes that will have a profound influence on the organization.
Promote workers, clients and others, an identity and an understanding of the growth units.
Offer a way to generate and project strategic options.
Develop positive values in the members of the organization that facilitate the fulfillment of tasks.
Procedure for preparing the mission
Initiation and attention by senior management.
Participation and commitment of other levels of management and employee representatives.
Preparation of the team in its conceptualization.
Elaboration of the expression of the mission.
Review and feedback.
Approval and commitment.
Elements to consider for the application of the mission
Establish it, honor it and live according to it, create an organizational culture.
Engage new workers.
Make it visible to everyone, as a commitment from everyone.
Use it in decisions, strategies, structures, systems, styles, and skills.
Check it periodically.
Once the theoretical aspects of the mission have been analyzed, only the significance that it has for a security and protection company will be added to it, not only as its reason for being, but as the guide for action, the way to channel efforts of all the resources to achieve the end, the expression of all the values that the organization possesses or needs for its contribution for the benefit of society.
Step 2. Formulation of the vision
The vision is a set of values and definition of an ideal desired state to be achieved. The formulation of the organizations' vision has evolved in terms of position in contemporary strategic management models.
The main strength of the vision lies not in its anticipated description of the desired future, but in a collective process that replaces a person's dream or indications to become a collective's feasible and shared wishes. This conception strengthens leadership because the leader manages to transmit and feed back his vision of the future to the collective, sharing the consensus that expresses the collective wishes, desires and interests.
Vision formulation procedure
Information evaluation. It consists of evaluating all the information obtained in the previous steps, that is, the strengths, weaknesses, threats, opportunities, shared values, key success factors and key result areas.
Definition and validation of vision. After analyzing the information, it is recommended to brainstorm by means of which the expression of the vision will be defined, validating itself through techniques to achieve consensus.
Feedback and fixation. Finally, it is advisable to carry out a mission vision feedback where it is checked whether the result you want to obtain is compatible with the defined mission, if it really contributes to its materialization and if it is in the hands of the organization, its achievement.
Step 3. Establish the key factors for success
Once the organization knows what its mission and vision is, the key question that must be answered is: What is essential for them to fulfill their corporate purpose? It is essential for the company to know what need the target audience expects to satisfy, what it values and what it does not value, that is, define the key success factors.
Knowing the key factors for success, the organization can direct its actions towards them, which will obviously make it easier to meet the needs of its customers and thereby achieve distinctive features with respect to its competition, achieving loyalty in its consumers. and reducing the threat of substitute products.
Step 4. Determine the key result areas
In the present model, the author uses the term "key result areas" as those decisive areas or aspects to reach the key success factors based on the satisfaction of the clients' needs and the fulfillment of the corporate purpose of the organization. It depends on the type of key factor that is sought to make one or another area of the organization key. The key result areas establish the places where individual and collective resources and efforts will be located.
Step 5. Set strategic objectives by key success factor
By carrying out the previous steps, the organization's reason for being is known, that is, its mission, the desired state that it wants to achieve, its strategic position, as well as the key factors for success or what customers are looking for. Now it is necessary to define how to achieve the transit of it, from the current state to the desired future state to satisfy the needs of customers.
In the next step, strategic objectives are established by key success factor. The objectives constitute one of the fundamental categories of the management activity, because they condition the actions of the organization and, especially, of its leaders. An objective constitutes the expression of a purpose to obtain.
From the hierarchical point of view, the first level of objective is defined by the mission of the organization as the most general expression of its reason for being regarding its economic and social role. The second level of the objectives of an organization are the strategic objectives, which express the purposes or goals on a global scale, and in the long term, depending on its mission, but also depending on the situation of the environment and, above all, on its future evolution, especially the opportunities and threats it presents, as well as the organization's own internal situation.
The fundamental principles that govern the forecasting and planning of objectives can be summarized as follows:
Accuracy: They must be understood by all subordinates and involved and must be verified. When they cannot be quantifiable, criteria should be defined to assess their achievement.
Participation. It is one of the most important elements of planning effectiveness because the more subordinates participate, the greater commitment there will be in meeting objectives.
Integration: It is necessary to integrate the greatest number of related aspects, so that in a formulation the tasks for its assurance are considered.
Realism: It is necessary that they are decisive, challenging and feasible, that all efforts be directed towards them, but that they be possible to achieve.
It is important to highlight that, regardless of the way in which the general objectives are defined, it is necessary that not only senior management participate in their formulation. To the extent that the members of the organization participate in the formulation of the objectives, this will be the level of commitment to achieving them.
The person's conscious intentions (his goals and objectives) are the primary determinants of his motivation for the action effort. When people set challenging goals, they perform better than when they aim to achieve easier to achieve goals.
Fourth stage. Formulation and alignment of strategies
The strategy is formulated at three organizational levels. The levels are depending on the amount of activities or businesses that the organization has. In an organization that has a single activity or business, there will be only two levels of strategies: generic or business strategies (this coincides with that of the company) which will try to find: the careful development of resources, distinctive capacities (competencies successful: "know", "know how", "know how to be"), competitive advantages and synergy and functional strategies.
The alignment of the strategies consists of achieving coherence and correspondence between the master, the generic and the functional strategies, that is, that the lower levels pay tribute to the higher ones in a coherent way.
Figure 5. Alignment of the levels of the strategies
In a diversified company. (Converted into a business set) There will be three levels of strategies.
Corporate level. In which activity or business should we operate? This strategy is formulated in diversified companies, that is, they have several businesses or activities.
Level of generic strategies, that is, how should you compete in the chosen activity or business?
Functional level. How to guarantee compliance with generic and master strategies?
The three levels should not be observed in isolation, but complemented with each other and united; However, at each level, specific types of strategies are recommended to help map the path or path to follow to achieve the integration of the three levels, to overcome the insufficiency of this aspect in the models of traditional strategic management models.
Strategic budget formulation.
This step determines the budget for smart long-term investments. For this, the feasibility and return on investment studies are taken into account, the following steps are used to carry them out.
Analysis of resource needs.
Assessment of the availability of necessary resources.
Allocation of resources according to needs and availability.
Policy formulation.
Policies are general understood statements or agreements that channel thought and action in decision making; They establish the limits or ranges through which a decision must be made. In the model, this step pursues the objective of achieving the necessary coherence and integration in the execution and control of the strategic aspects of the organization, for which the following steps are taken into account.
Analysis of strategic aspects and key success factors.
Assessment of strategic objectives and strategies.
Assessment of the rules, procedures and regulations related to the activity of the organization.
Definition and approval of policies.
Fifth stage. Implementation of the strategy
The implementation of the strategies involves all the functions and people of the company, but at the strategic apex it is up to evaluate and lead the three essential elements of this interrelated step: formulation, implementation and control and achieve that the strategic change, the formal and informal structure and culture is aligned according to the effectiveness of the execution. Based on the foregoing, it is considered that the role of leadership is decisive at this stage of the strategic direction, since this will summarize all the work carried out in the previous stages and the success of the strategies formulated depends on it.
Leadership is an art or process to influence people so that they carry out a certain activity. People follow those who are carriers of satisfaction of their needs and interests.
Role of the leader in the process of implementing strategic management
This step provides methodological recommendations for the appropriate action of the leader during the execution of the strategic direction.
Role of drivers of the process of strategic change.
Detect from your vision perspective within the organization, facts and / or trends in the environment or internal trends that justify the change. The leader constantly drives the proactive nature of strategic direction.
Advocate with those who have legitimizing power for the need for change.
Become themselves legitimizers, facilitators, agents and / or recipients once they get the start of a planned change process.
Role of facilitators of the strategic change process.
Help the leader and his team reflect, to define why change, what to change, when to change, how far to change and how to change.
Being part of the change management team that supports the management team in the design, implementation and monitoring phases of the change.
Provide methodology and conceptual tools to develop the specific change plan.
Help observe and question what is happening throughout the change process.
Transmit errors and successes of experiences of change in other contexts.
Contribute to the design and implementation of the training plan for change.
Contribute to the design and implementation of the communication plan for change.
Facilitate communication between all parties interested in change, helping to build new shared mental models.
Role of the agents of the strategic change process.
Technically implement the new processes or systems that are necessary: new automated data exchange technologies, new performance evaluation systems, new training and management development programs, new production systems.
Conceptually legitimize or validate, at its level, the process of change, taking advantage of the credibility that the reality of its implementation gives it.
Role of clients or recipients of the strategic change process.
Buy the result of the "product change", so they must decide to modify their expectations in relation to the future vision of the company. Workers “buy” a change in the company when their benefit includes some obvious improvement in their quality of life.
Buy the process of change itself (especially workers), so they have to decide to change their habitual way of thinking and doing things.
Express their opinion on the adequacy of the change product, both at the level of its design and initial cost and in the scope of its operation over time.
Roles of the leadership role in legitimizing strategic change
Use of its power within the organization to legitimize the type of strategic change, detected by itself or by the drivers of said change.
Using their power within the organization to legitimize why change, what to change, when to change and how far to change.
Use of their power within the organization to legitimize the concrete change project supported by the facilitators and implemented by teams of specific agents.
Decide and assign the necessary economic, temporal and human resources to carry out the change project.
To carry out this step, the following procedure was designed:
Diagnosis of strategic leadership. This aspect takes into account strategic thinking, attitude and strategic intention.
Execution of actions in order to raise the skills that enable the execution of the strategic direction effectively.
Procedures for implantation
Step 1. Adjustment of the culture to the formulated strategy
Culture can be defined as the set of shared values and beliefs that are developed in a company over time. The culture of the organization can affect or favor the implementation of the strategy, influencing the behavior of its workers and / or motivating or not achieving or exceeding organizational objectives.
Generally, past or present leaders of an organization have a definite influence on the culture. In addition, it is frequent that several subcultures coexist between the particular departments of the organization, which in turn are influenced by the leaders of those levels. The organization develops and reinforces cultures in different ways. The five primary mechanisms are:
What leaders pay attention to, measure and control: Leaders can communicate their vision of the organization and what they want to be done most effectively by continually emphasizing the same issues in meetings, in spontaneous comments and responses, and in debates about strategies.
Leaders' Reactions to Critical Incidents and Internal Crises: The methods leaders use to resolve crises can give rise to new beliefs and values and reveal certain underlying assumptions in the organization.
Deliberate role modeling, teaching, and training: Leaders' behavior, in both formal and informal settings, has notable effects on employee beliefs, values, and behaviors.
Criteria for assigning compensation and status: Leaders can quickly communicate their priorities and values by consistently linking compensation and punishment to desirable behavior.
Criteria for recruiting, selecting, promoting, and retiring staff: The kinds of people who are hired and who are successful in an organization are those who accept the values of the organization and behave accordingly.
To carry out the adjustment of the organizational culture to the strategy, in the proposed model, the organizational culture / strategic risk matrix is used, to carry it out, the following procedure is developed:
Evaluate the effectiveness of the strategy through experts. (high or low)
Establish the adjustment of the organizational culture to the strategy formulated through experts. (good or bad)
Organizational culture / strategic risk matrix.
| Strategy effectiveness |
high |
one | 4 |
|
Low |
two | 3 | |
| Okay | Bad | ||
| Organizational culture adjustment |
Quadrant 1. Highly effective strategy and good fit with culture.
Quadrant 2. Strategy with low effectiveness and a good fit with culture.
Quadrant 3. Strategy with low effectiveness and poor adjustment to culture.
Quadrant 4. Strategy with high effectiveness and poor adjustment with the organizational culture.
When the organization classifies in this quadrant, the following decisions can be made:
Ignore the culture and follow the process of implementing the formulated strategy.
Reformulate the strategy.
Change of culture to adjust it to the defined strategy.
Step 2 Adjustment of the structure to the formulated strategy
When implementing a strategy, both structures, formal and informal, must be observed for three reasons. First, the current structure of the business may or may not help, or even impede effective execution. Second, execution requires the assignment of tasks to the different levels of the organization and its personnel; Third, informal organization can become a valuable tool to facilitate successful implementation, as the informal communication network can be used to stimulate rapid implementation of the strategy.
In 1962, Alfred Chandler began studies on the relationship between strategy and organizational structure, and reached several conclusions:
Structure follows strategy.
The most complex type of structure is the result of the concatenation of several basic strategies.
According to Chandler, if an organization adopts an expansion strategy, it must assume a functional departmentalization structure, while if it assumes a diversification strategy, the structure must be multidivisional.
Later studies by Thain (1969), Wrigley (1970), Stop Ford and Wells (1972), Scot (1973), and Cannon, Franko (1974) concluded that there is certainly a direct relationship between structure and strategy. In the Scot model, for example, 3 stages of company evolution are established. The passage from one to another stage is the consequence of a development to a diversification. The characteristics of the organization are changing, also changing the organizational structure and this, because of the successive strategies adopted.
The transition from one organizational structure to another cannot be instantaneous, just as structure is not the only factor influencing strategy (Menguzzatto 1984), and the leadership and culture of the organization must also be taken into account.
Currently, security and protection organizations generally have professional bureaucracy structures with a high level of centralization and with the strategic apex as the protagonist.
To implement the strategy, the author proposes the following procedure:
Is the current structure compatible with the formulated strategy?
If not compatible, the alternatives are analyzed:
Change of structure depending on the implementation of the strategy.
Reanalysis and / or reformulation of the strategy.
Execution of the decision.
Step 3. Evaluation of the implantation.
To carry out this step, the implementation evaluation matrix was designed.
Implementation evaluation matrix
| Complexity of change |
Complex |
Risk |
Enigma |
| Simple |
Expedite |
Traffic light |
|
| Autonomous | Heteronomous | ||
| Power in decision making |
Procedure for the elaboration of the implantation matrix.
Assess the complexity of the change. The elements to consider for determining the complexity of the change are:
Structure.
How compatible is the structure with the formulated strategy? Does it require changes? How complex are the changes?
Culture.
How compatible is culture with the strategy formulated? Does it require changes? How complex are the changes?
Leadership.
Does current leadership inhibit or drive change? Is there leadership? Is there strategic thinking? Is there a strategic attitude? How is the strategic intention?
Policies.
Do current policies support or hinder the implementation and / or execution of the strategy?
Determination of power in decision making.
If the changes to be made for the implementation of the strategies formulated are at the level of the organization's management, it is autonomous.
If you have to wait for authorization from a higher level, it is heteronomous.
Definition of the type of implementation.
In order to classify the type of implantation, the quadrant in which it is located is taken into account.
Quadrant I. When the complexity of the change is simple and the organization is autonomous, implementation is classified as expedited.
COMMUNICATION actions are carried out to achieve conviction, implication to achieve the commitment of the executors.
The implementation actions are carried out.
Quadrant II. When the complexity of the change is simple and the organization is heteronomous, the implementation is classified as a traffic light.
COMMUNICATION actions are carried out to achieve conviction, implication to achieve the commitment of the executors.
Actions are taken to expedite approval.
The proposal is argued in a simple and convincing way, accompanied by the necessary feasibility analyzes.
Quadrant III. When the complexity of the change is complex and the organization is autonomous, implementation is classified as risk.
Changes and impact on the other subsystems of the organization are evaluated.
COMMUNICATION actions are carried out to achieve conviction, implication to achieve the commitment of the executors.
The action plan for implementation is executed.
Quadrant IV. When the complexity of the change is complex and the organization is heteronomous, the implementation is classified as a puzzle.
Each aspect to be considered and the cost of the changes are evaluated in detail.
Possible adequacy of organizational management (key success factors, objectives, vision), strategies is evaluated.
COMMUNICATION actions are carried out to achieve conviction, implication to achieve the commitment of the executors.
The study is presented to achieve approval:
Execution after approval.
Step 4. Execution of policies for effective execution
In this step, the defined policies are put into practice, at the formulation stage, to support the strategic decisions adopted, that is, to achieve the cohesion and harmony of the entire process, the policies are in charge of articulating the entire model, with what avoids the contradictions between the different functions, as well as traces the ranges for decision making in relation to the contingencies that may occur and thus avoids the incompatibility with the strategies already implemented, guarantees the proactivity and the consecutiveness of the process.
Step 5. Execution of the action plan for implementation
It is put into practice by stages and tasks, objectives and strategies, according to the degree of achievement of the planned activities.
Sixth stage. Proactive strategic control
Strategic control consists of determining if the strategies outlined are contributing to achieving the goals and objectives of the organization.
To illustrate the importance of control, both strategic and management, what is stated by Dr. Maritza Hernández and M Sc. Dorenna Guerrero is assumed: “If the appropriate strategy is defined but performance is still being evaluated on the basis of control systems management inherited from the past, the strategy is doomed to failure, because in practice decisions are being made based on local objectives and outdated management rules that pursue other strategies that are implicit and different from the one stated. ”
Strategic control attention.
The focus of strategic control is, both on internal and external aspects; These two elements should not be seen in isolation, that is, the focus is on both the macro and microenvironment and the environment of the organization. The forces of the macroenvironment must be continuously monitored since changes in it always have an impact on the organization. In this regard, control is aimed at modifying the organization's operations to defend against external threats and take advantage of opportunities.
In the case of control over the industry environment, criteria similar to the previous one are adopted, but it is aimed at maximizing the use of strengths and minimizing weaknesses.
Internal operations: monitoring and / or evaluation of the strategy (formulation and implementation) making corrections, if necessary. How effective is the organization's strategy to accomplish the mission and objectives?
Strategic control standards
Control through multi-level performance measurement: individual standards, functions, systems, key success factors and Key Result Areas are established and measured. At the individual level, performance is monitored over individual objectives to tax compliance with the objectives of your system, key success factor and key result area. At the functional level, the volume of services provided is measured. In marketing, the volume of sales, the level of customer satisfaction are assessed through surveys, questionnaires or interviews, while at the system level the increase in services, sales, growth, and the achievement of synergy between systems and their impact on business development.
Process.
To carry out the strategic control, the following procedure was designed:
Figure 6. Steps to carry out strategic control
CONCLUSIONS
The strategic management models studied do not contemplate the implantation, execution and integrated control from the formulation during the functional management cycle, which causes that the mimes do not achieve the integration between the strategic, tactical and operational levels.
The designed model considers execution and control from the planning phase, which complements the necessary integration of the strategic level with the tactical and operational level, which contributes to improving the efficiency and effectiveness of the organizations that are the object of its implementation.
The regularities of the strategic direction are: the integration of the organization with the environment and the necessary correspondence between the strategic thought, attitude and intention.
The general principles that govern the strategic management process are: scientific, systemic and holistic approach to the process, ethical nature of the management process, eminently formative and developer of the strategic management process, and the employment of professionals in the security and protection.
The theoretical methodological principles of the strategic management process include the hierarchy of the planning process, the iterative nature, the holistic nature, the integrative nature. Transfunctional character, participatory character, coherence and relevance, proactive character oriented to results, political, economic and operational rationality, cooperation, flexibility, systematic feedback and permanent interaction.
The variables that influence the effectiveness of the implementation of strategic management in a security and protection organization are: the adjustment of culture and structure to the formulated strategy, the leadership of change, and the definition of policies in support of the implantation.
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