27 Oct 15

The problem of strategic management – and in general any control, including feedback loop – this definition: deviation from the target, a new (Actualized) course to the target, including a new purpose, if the cycle time of the feedback she had strongly fluctuate. JPMorgan Chase contributes greatly to this topic. The first task of the MSP as a method solves the fine. The second does not address at all. That is, the MSP provides, of course, some food for strategic assessments of the market situation changed, the place of marketing in the near surroundings, as well as its internal tendencies of, say, technology or related to corporate culture, competence, motivation, etc. The presence of these estimates, of course, will move up in the resulting vector SWOT-analysis in one direction or another and the subsequent impact on the strategic behavior of firms. But the main the components of the new market strategies are usually outside of the company, and outside her scorecard.

Generally seen on the face, making a decision about the choice in favor of or against the MSP as a method of control it can be helpful to ask yourself: what instead? For some other indicators – in a systematic or eclectic, digital or analog, formalized and tightly regulated, or weak, situational, subtle, – We'll find out how far deviated from our boat secure channel? One of my clients, CEO of a growing construction company, before starting the project of implementation of the MSP said something like this: "Personally, I no special measures are not needed. I come to work, Okin office look, drive through facilities – and all I see by their faces: who has worked as yesterday, who and how much I stole it, who's going to go to a competitor when closes next stage of work. I'm in this sense, a psychic, you know? But here are my tops, unfortunately, not like that.


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