Strategic management in policy and strategy: A thematic discourse

STRATEGIC
MANAGEMENT IN
POLICY AND
STRATEGY:
BY
TANKO AHMED fwc
Senior Fellow (Security & Strategic Studies)
Research Directorate, NIPSS, Kuru-Jos, NIGERIA
(+234) 080 3703 1744 - ta_mamuda@yahoo.com; tanko.ahmed@nipsskuru.gov.ng

A PREAMBLE
Strategic Management is a blend of ‘strategy’ (astute
thinking) and ‘management’ (action driver).
In the hands of abled leadership with well-articulated policy
and sound strategy, Strategic Management is a veritable
instrument for vision and mission delivery.
Strategic management is the business of putting thinking into
action to get things done.
This paper comes at the tail-end of the NIPSS SEC 39-2017
leadership, policy and strategy module of the Senior Executive
Course.

TYPICAL STRATEGIC MANAGEMENT
SCENARIOS
In a typical strategic management scenario, Generals in
command of Theatres of War could actual drive the
momentum, as well as, feel the heat of raging battles by
sheer will power built sustained on an active orbital
feedback system.
The same scenarios occur among leaders in the
conduct business, industry, events, administration or
governance, at all levels.
These scenarios lucidly reflect efforts by leadership in
policy and strategy in strategic management cycle
aimed at achieving sets goals or objectives

ABSTRACT
Strategic management involves complex cross-
functional relationships of organizational components
geared towards attainment of set objectives.
It is a veritable tool for navigating the complexity of
applying the tenets of mission and vision of
organizations.
This paper discusses, explains and relates how
resources are harnessed in series of decisions and
actions to influence performance and results.

THEOREM
The complex and contingency nature of
strategic management blends an
agenda resource-based, structure-
conduct-performance, agency and other
theories.

LITERATURE
Literature survey on the subject reveals
emphasis on ways to simplify and
understand the multifarious nature of
strategic management put to work for
attainment of common set objectives.

CAPTIONS
Leaders establish the vision for the future and set the
strategy for getting there - S. P.
Kotter
Strategy without process is little more than a wish list.
– Robert Filek
However beautiful the strategy, you should occasionally
look at the results.
– Sir Winston Churchill

INTRODUCTION
“Job must be do”
(An Ethos of the Nigerian Military with emphasis
on getting the job done)

BACKGROUND
The topic of strategic management coming at the tip end of the
leadership, policy and strategy module of the senior executive
course programme presupposes a clear understanding of the
concept and application of strategy by Course Participants.
Strategic Management blends the principles and practice of both
‘strategy’ and ‘management’.
It is “… not only a process to form a strategy that overlays the …
management system, but also a form of management based on
strategy” (Nanes, 2003, p. 47).
Its components include environmental scanning, strategy
formulation, strategy implementation and evaluation in a circular
domain connecting thinking and action, determined by
environmental stimulus.

THE STRATEGIC MANAGEMENT
MODEL
Vasile & Iancu (2009) and Niere (2012) explain the SM
model as useful in the prediction and evaluation of the
environment for possible modifications to harmonize with
and achieve organizational mission and objectives.
According to Vasile & Iancu, the SMP Modelling originated
from ‘The First International Conference of Strategic
Management’ in 1973 and still applied to facilitate
organizational leadership.
The Strategic management model is dynamic and
continuous as it seeks to identify vision, mission, objectives
and strategies for implementation (David, 2011).

MORE RECENT WORKS
More recent works also incline towards modelling
and breaking down of strategic management stages
and activities for better understanding and more
effective application (David, 2008; Vasile & Iancu,
2009; Clayton, 2015).
Particular contributors of interest bring in contents
history of strategic management and case studies
with emphasis on the need for elucidation.
This work treads on same guiding principles in its
discourse on strategic management.

ASSUMPTIONS
This paper projects the contingency nature of
strategic management under the spell of ‘job must
be do’ ethos the paper proposes the following
assumptions:
1) That policies bear specific objectives and
guidelines on implementation;
2) That strategic management produces policy
deliverables; and
3) That if there is Will and Effective strategic
management, policies are deliverable

AIM AND OBJECTIVES OF THE
PAPERThis paper aims to decipher the complex and contingent
nature of Strategic Management for clear understanding and
application by organizational leadership or senior executives,
with the following objectives:
1) To define and discuss strategic management and its
associated key components.
2) To break strategic management into segments for ease of
discourse and explains the complex cross-functional
relationship of organizational components.
3) To determine the challenges faced by leadership in
applying strategic management to mission and vision for
attainment of set goals.

STRATEGIC
MANAGEMENTStrategic management is an objective, logical, systematic
and continuous approach for making major decisions and
taking actions in an organization (Yousuf, 2016).
It is defined as a dynamic process of strategy formulation,
implementation, evaluation and control (Parnell, 2005;
David, 2008; Vasile & Iancu, 2009; Vatchkova, 2010; Hill,
Jones & Schilling, 2015; Yousuf, 2016).
Yousuf (2016) reflects on central cross-functional feature of
the strategic management, synonymous to strategic
planning, in exploiting and creating new opportunities for
the future based on present trends or conditions.

POLICY AND STRATEGY
Policy is means for achieving objectives supported by guidelines,
rules and procedures for decision making (David, 2011).
Strategy is the interaction of ends (goals or objectives, means),
resources, and ways or strategic plan of action for utilizing available
means (Owens, 2016).
Policy and strategy are intimately linked in the articulation of the
mode and techniques for attaining set-out objectives involving
definition or clarification of goals, description of the trends,
analysis of conditions, projection of future developments, evaluation
and selection of alternatives and choosing of the preferred options
(Imobighe, 2014).

STRATEGY FORMULATION
Formulation involves the assemblage, arrangement or
putting together of different components into a working
structure or relationship for the purpose of attaining set
objectives.
Strategy formulation is the task of analyzing the
organization’s internal and external environments, and
selecting or devising appropriate plans or strategies in
setting goals or objectives and ways of achieving them.
The baseline task of strategic management involves the
establishment of mission and vision statements,
environmental analysis or scanning, setting goals or
objectives, and the ways and means for attainment
(Nabradi, n.d; Mitchell, n.d).

DATA SYNTHESIS
Data is a body of factual information in form of facts, figures,
statistics, records, or documents assembled for use in
planning, decision making or drawing conclusions.
Synthesis refers to result of combination, mixture,
amalgamation, blend or fusion of different ideas, influences
or data for the purpose of producing structures or
relationships, known as formulation (Berg, et al. 2013).
Data Synthesis combines outcomes from different
assumptions on overall effects of particular intervention to
arrive at clear pattern for decision and action (Ellerby, 2009;
Berg, 2013; Ryan 2013).

ENVIRONMENTAL
SCANNING
Environment is the surrounding influence, settings,
situation, atmosphere, conditions or circumstances
determining the activities or fate of given venture.
Scanning refers to detailed or thorough examination of given
environment for the purpose of extracting much needed data
in formulation.
Environmental Scanning is the systematic process of close
monitoring or detecting for environmental signals for use in
tactical and strategic decision making, action or formulation
of tasks by organizational leadership (Zhang, Majid & Foo,
2010; Grant, 2010).

SWOT ANALYSIS
The strengths, weaknesses, opportunities and threats or
SWOT analysis is a veritable instrument or method of
strategic planning use in strategy formulation.
It evaluates strengths or advantages over others;
weaknesses or disadvantages relative to others;
opportunities or chances for progress; and threats or causes
for concern.
SWOT analysis is the work room of strategy formulation
where results of data synthesis and environmental scanning
are put together for evaluation.
It is used to identify strategies and align them to available
resources and capabilities to realities of the environment.

STRATEGY
IMPLEMENTATIONImplementation is the process of carrying out, fulfilling,
realization or execution of a task, an application or a plan.
Strategy implementation is the second stage task after strategy
formulation, involving the application or execution of plans
through series of decisions and actions in pursue of set goals or
objectives.
Brinkschroder (2014) put this task on the shoulders of
organizational leadership for communication of mission,
allocation of tasks and resources and coordination of cross-
functional relationships.
Strategy implementation has resource management as pivotal
challenge where planning assumptions faces situational realities
of organizations.

STRATEGY EVALUATION AND
CONTROLEvaluation is the act of considering, examining, assessing,
calculating or appraising activities, functions or situation to
ascertain expected value, quality, quantity, extent or condition.
Control involves the exercise of power or authority to
oversee, manage or adjust activities, tasks or ventures in line
with set direction.
Strategy evaluation and control constitutes the final tier
completing the tasks of the strategic management cycle.
Strategy evaluation and control revolves on principles of
monitoring and evaluation which completes the cycle or
process of strategic management – and starts all over again
and again.

STRATEGIC MANAGEMENT
AND ORGANIZATIONAL
LEADERSHIP

RESPONSIBILITIES FOR STRATEGIC
MANAGEMENT
Organizations run on multiple and overlapping
functions and components with strategic
responsibilities on certain level of leadership.
Parnell (2005) identifies the middle-to-high level
executives as top managers who “… view strategy
formulation as an art and science.” (p. 157).
Organizational leadership therefore exercises
influence through timely decisions and actions on
how missions are performed and objectives attained
(Vigoda-Gadot & Drory, 2006).

STRATEGIC MANAGEMENT AND THE
LEADERSHIP CADRE
The Participants of the Senior Executive Course of the
National Institute for Policy and Strategic Studies (NIPSS)
or the NIPSS-SEC are described as high level executives
who provide key input policy formulation and
implementation.
This leadership cadre or core group facilitates general
management; relates strategy and operations; re-orient
performance to set objectives; and establish long-term
directions and results.
By implication the Participants of the NIPSS-SEC
represent the leadership cadre or core group charged with
the Strategic Management Process of their various
organizations.

WORKINGS AND PRACTICE OF

BENEFITS OF STRATEGIC
MANAGEMENT
The principal benefit of strategic management has
been to help organizations formulate better strategies
through the use of a more systematic, logical, and
rational approach to strategic choice.
Communication is a key to successful strategic
management. The major aim of the communication
process is to achieve understanding and commitment
throughout the organization.
It results in the great benefit of empowerment as more
and more organizations are decentralizing the
strategic-management process.

THEMATIC APPLICATION OF STRATEGIC
MANAGEMENT
A theme, placed beyond its ordinary meaning of a
topic or subject matter, refers to a distinct and
unifying idea usually aimed at problem-solving or a
strategy format found at the end of policy
frameworks.
Strategic themes are specific as they itemize
objectives connecting key policy-focused areas for
strategy formulation and implementation in a
strategic management process.
Strategy in this sense is built on the pillars of mission
and vision of policy in thematic format.

EXAMPLE OF THEMATIC
APPLICATIONFor example, the popular UNDP-SDGs Blog constructs its
strategic themes by integrating ‘environment in
development’ www.undp.org .
In the same way and purpose, the NIPSS-SEC 39-2017
theme seeks to integrate ‘science, technology and
innovation for the development of agriculture and agro-
allied industries in Nigeria’.
The thematic discourse of this paper establishes strategic
management for science, technology and innovation for the
development of agriculture and agro-allied industries in
Nigeria.

THE THEME
The NIPSS-SEC 39-2017 has its entire focus on its
theme and presidential assignment of ‘science,
technology and innovation for the development of
agriculture and agro-allied industries in Nigeria’.
With human and material resources invested in a well-
articulated Senior Executive Programme, diverse
representation and presentations, it is like running a
virtual government on a given agenda.
The main areas of concern are discussed as follows:

SCIENCE, TECHNOLOGY AND
INNOVATIONScience refers to systemic knowledge and methods;
technology, of techniques and application; and innovation, in
pursue of radical change.
A Working Paper of the United Nations University states the
continuous and rapid growth of science-technology-
innovation system within public policies across the world
(Freeman & Soete, 2007).
The Nigerian National Policy on Science, Technology and
Innovation Policy 2012 aims at harnessing the enormous
resourcefulness of Nigerians to effect breakthroughs as
integral part of the Vision 20-2020. Innovation, new ideas and
methods, here is the main driver for breakthroughs.

AGRICULTURE
The Policy and Strategy Document of the Agricultural
Promotion Policy 2016-2020 aims to fill the gaps of
self-sufficiency and export (FMARD, 2016).
One way to do this is to apply science and technology
through innovation as the science, technology and
innovation has agriculture as one of its main areas of
focus (FMST, 2007).
This process will in turn provide the required inputs
for a virile agro-allied industry in Nigeria.

AGRO-ALLIED INDUSTRY
Agro-allied industries take in agricultural products as raw
materials to process into finished goods for consumption,
growth and development.
Industrial policy is the official effort employed to develop and
grow the manufacturing sector within the overall economic
activity for national development (Graham, 1994; Bingham,
1998; Rodrik, 2004 & 2009).
A review of Nigeria’s industrial policies recommends for
proper concept and implementation involving human capital
development, relevant technology acquisition, massive
infrastructure investment and completion of core industrial
projects (Ekpo, 2014).

TRIPARTITE THEME
This tripartite theme involves at least three major
policies of science, technology and innovation (STI);
agriculture and industry assigned to a strategic
management process.
The burden of this rests on the shoulders of a
leadership cadre currently assigned to a thematic
presidential senior executive course.
This same group of national leaders simulated a few
days ago on how to tackle the assignment by way of
effective strategic management (Choji & Ahmed,
2017; NIPSS-SEC 39, 2017).

EFFECTIVE STRATEGIC
MANAGEMENT

THE USE OF WILL POWER
Will power is defined as the ability to resist short-term
gratification in pursuit of long-term goals or objectives often
associated strength of character in decision making and
implementation (APA, 2017).
Political Will is the totality of combined willpower of both
leaders and followers.
The Nigerian Elite or leaders demonstrate ‘weakness of the
will’ so much so that they could not even ‘cut and paste’
development breakthroughs they regularly seen and
experienced in other countries (Egwu, 2017).
A strong willpower would pursue goals and objectives in
decision making and implementation.

FEEDBACK SYSTEM
Feedback is the return of output to the input as it affects
performance; it is a response, reaction or pointer to the next
step of affairs.
A feedback loop is a cycle of mutual reinforcement which
enables the sensing and measurement of activities for
necessary response.
It is an instrument of leadership in policy and strategy,
particularly in strategic management.
An effective feedback system allows for two-way free
communication which encourages dialogues in a top-down
and bottom-up combination rhythm (Verma, 2017).

STRATEGY AND MANAGEMENT
A good blend of ‘strategy’ and ‘management’ would
produce ‘astute thinking’ and ‘action drive’ through
‘will power’ on an effective ‘feedback system’.
In the hands of abled leadership with well-
articulated policy and sound strategy, Strategic
Management is a veritable instrument for vision and
mission delivery.
Strategic management is the business of putting
thinking into action to get things done.

HINDERANCE TO EFFECTIVE

WEAKNESS OF THE WILL
The lack of willpower is the most significant hindrance to
converting the threshold of thought, intent or policy into
goal, result or objective through strategy as embedded in
the strategic management process.
Weakness of the will not only hinders implementation of
decisions and responsibilities, but also responsible for
culminated high rate of policy summersault, reversal or
abandonment (Egwu, 2017).
Leaders and followers alike are often held to ransom in a
culture of powerlessness and situation of progress trap.

Strategic management in policy and strategy: A thematic discourse

LACK OF EFFECTIVE FEEDBACK
SYSTEM
The absence of an effective feedback loop leads to stagnation
in activities and weakens the necessary inaction among
function components of an organization.
It is also a sign of weak leadership and lack of direction,
especial when situations are devoid of the commitment of key
players in affairs of governance (Egwu, 2017; Galadima, 2017;
Bassey, 2017).
This is likened to the ‘Tomato Effect’ when you spend time,
energy and materials planting and taking care of tomato only to
let it rot; what was the point of doing it in the first place.

INTENT AND ACTION
To avoid the ‘Tomato Effect’ in policy making and
implementation, effective strategic management must be
conducted for policies to be implemented through sound
strategies.
A strategy implementation therefore requires active drive
to move ideas in thinking to results of action.
To be able to this, policy makers and implementors need
to possess audacious mind capable of job delivery
without weakness of will power.

INCULCATING
AUDACITYAudacity is boldness, daring, or willingness to challenge
assumptions or conventions against all odds to tackle something
difficult or dangerous.
Chait (2017) describes President Obama as audacious by
amassing an array of outstanding performances and
achievements against all odds in his tenure at the White House.
All the objectives in Nigerian policies, especially the trio of STI,
agriculture and industry which are at hand require audacious
policy makers and implementors to put them into practice.
Inculcating and promoting audacity among policy makers and
implementors would trigger and sustain an effective strategic
management process for Nigeria’s ailing policies.

SUMMARY
Strategic management involves complex cross-
functional relationships of organizational components
geared towards attainment of set objectives.
It is a veritable tool for navigating the complexity of
applying the tenets of mission and vision of
organizations.
This paper discusses, explains and relates how
resources are harnessed in series of decisions and
actions to influence performance and results.

SUMMARY
The paper projects the contingency nature of
strategic management under the ethos of ‘job
must be do’ with the assumptions that policies
bear specific objectives and guidelines on
implementation; that strategic management
produces policy deliverables; and that if there is
Will and Effective strategic management, policies
are deliverable.

CONCLUSION
The paper concludes that the
challenge and burden of strategic
management rests on the shoulders
of leadership or senior executives
charged with decisions and actions;
that a strong willpower and efficient
feedback system are needed for
effective strategic management
process.

RECOMMENDATION AND
IMPLEMENTATION
STRATEGIES

RECOMMENDATION ONE
Policy makers and implementers need to possess
audacious minds capable of job delivery devoid of
weakness of will power.
Implementation Strategies
NOA to embark on mass civil education with
emphasis on sense of responsibility among
policy makers and implementors; and
Members of the public be educated on how do
demand for services from those engaged to
provide them

RECOMMENDATION TWO
Inculcation and promotion of audacity among policy
makers and implementors to trigger and sustain an
effective strategic management process for Nigeria’s
ailing policies.
Implementation Strategies
All public policies to be circulated in translated local
languages for access at all levels Ministries,
Departments and Agencies of Mass Information
Policy dialogue sessions be organized at community
levels by leaders of thoughts, community activists and
Non-governmental organizations.

ENDING QUOTE
“A true leader has the confidence to stand
alone, the courage to make tough
decision, and the compassion to listen to
the needs of others … by the equality of
his actions and the integrity of his intent”
– Douglas MacArthur

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