DSpace at Khazar University

CONCLUSION
This chapter presents a strategy-evaluation framework that can facilitate
accomplishment of annual and long-term objectives. Effective strategy evaluation
allows an organization to capitalize on internal strengths as they develop, to exploit
external opportunities as they emerge, to recognize and defend against threats, and to
improve internal weaknesses before they become detrimental.
Strategists in successful organizations take the time to formulate, implement,
and then evaluate strategies deliberately and systematically. Good strategists move their
organization forward with purpose and direction, continually evaluating and improving
the firm's external and internal strategic position. Strategy evaluation allows an
organization to shape its own future rather than allowing it to be constantly shaped by
remote forces that have little or no vested interest in the well-being of the enterprise.
Although not a guarantee for success, strategic management is allowing more
and more organizations to make effective long-term decisions, to execute those
decisions more efficiently, and to take corrective actions as needed to assure success.
Computers are being used increasingly to coordinate strategic-management activities
and to assure that decisions are based on good information. A key to effective strategy
evaluation and to successful strategic management is an integration of intuition and
analysis.
A potentially fatal problem is the tendency for analytical and intuitive issues to
polarize. This polarization leads to strategy evaluation that is dominated by either
analysis or intuition, or to strategy evaluation that is discontinuous, with a lack of
coordinating among analytical and intuitive issues.
Strategists in successful organizations realize that strategic management is first
and foremost a people process. It is an excellent vehicle for fostering organizational
communication. People are what make the difference in organizations.
The real key to effective strategic management is to accept the premise that the
planning process is more important than the manager is continuously planning process
is more important than the written plan, that the manager is continuously planning and
does not stop planning when the written plan is finished. The written plan is only a
snapshot as of the moment it is approved. If the manager is not planning on a continues
basis-planning, measuring, and revising the written plan can become obsolete the day it
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