STRATEGIC management has four main elements that should follow a specific order.
Firstly, you must decide on the direction you wish to take. That is strategy development. Then you must decide on the correct actions to take.
That is strategic planning.
After this, you must execute those actions in the correct time and manner.
That is strategic execution.
Lastly, you must assess and review that plan. That is strategy monitoring and reviewing.
In reality, most people view strategy management like making a potjie, where all ingredients go into a single pot and are cooked virtually simultaneously.
They see it as a process during which you can perform the above-mentioned four steps in no specific order or even skip some steps altogether.
Some even see strategy like they do the frying process; they think intense attention once or twice a year would lead to a quick result.
But in truth, executing long-term strategy is more akin to baking a cake. Baking requires the timeous interaction of very specific ingredients in exact proportions and quantities under specific conditions for the outcome to be favourable.
You cannot decide whether to put the icing first just because it is your favourite part of the cake.
Like baking, a good strategy requires a precise, phased approach that includes selecting quality ingredients (data and resources), following a structured recipe (planning), and trusting the process.
Similarly, good strategy execution is made effective by a conducive environment such as culture, leadership drive, performance culture and so forth.
Producing a good strategy outcome is like baking a cake; it is based on a strict process but ultimately produces something we can all celebrate and enjoy.
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