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Effective implementation of the strategy developed in a company depends on the structural and procedural capacity of the organization. Change of the strategy implies the necessity of structural transformations; failure to make such transformations may result in disruptions in the company operation. On the other hand, the process of defining a strategy has to be preceded by a diagnosis of the organization itself, its environment and possible changes to the structure and level of its resources. The combination of organizational forecast, environment forecast and determination of strategic objectives creates a space for the possible, allowable and feasible strategies.
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