In an era of incredibly sophisticated and highly interconnected business networks, not a strategist can allow to himself or herself to use a simplified linear approach in business planning. Moreover, it is crucial that strategy specialists are able to use all these complex interconnections as a basis for efficient thinking and acting. However, it is almost impossible not to get lost in the informational conglomeration that exists nowadays – and every schoolchild knows that much provided he or she has read at least an introduction to some textbook with a computer programming homework help. An experienced manager comprehends that the best way to correct mistakes is to avoid making them. Therefore, the primal goal of a business strategist is to learn about mistakes of thinking as many as there could possibly be. Only then it will be feasible to apply principles that allow preventing mistakes, and thereby improving the quality of planning itself.
Obviously, the art of strategic thinking should be based on the observation of natural laws. Hence, we can list the most common strategic mistakes that people tend not to notice due to the non-irreproachable nature of their cognition, namely:
The value orientation must be the central point in a productive philosophy of leadership. This notion is often highlighted in high school argumentative essay topics, however, its appearance may be more abstract and have no relation to management conceptions. Nevertheless, a business leader should have a single top-priority objective: to increase the business value as much as possible in a given timespan, so that guarantee the enthusiasm and satisfaction of investors. This stakeholder-oriented concept experienced a little change in recent years. Apart from the investors, there are suppliers, employees, customers, society and government to focus on. Thus, the genuine long-term success requires recognition of all possible opportunities, which, of course, implies a complex and intricate way of the development of businesses. Moreover, not all businesses can match the drivers of success with the business value – say, one can expect no more valuable feedback from them than students can expect an ESL homework help from their fencing master. Therefore, there exists a need in a somewhat different action program.
Experts define at least eight conceptual fields, the investigation and enforcement of which is obligatory for a long-term competitive position. They are, namely: knowledge and competence, offer and marketing, measures and controlling, value chain and organization, environment and positioning, opportunities and risks, finance and evaluation, leadership and mobilization. All these points are pieces of advanced business strategy knowledge, and it is advisable for future students of management to understand them well before they can accomplish a real good personal statement. To summarize the aforementioned conception, one can say that a well-rounded strategy must be based on a permanent feedback cycle and informational exchange between the stakeholders until all its ideas and suggestions are implemented. Finally, one can decide that a strategic business plan is satisfactory if it proposes the strategy that has a feedback cycle in its core, in which networked thinking are realized through anchoring all eight conceptual fields.