Strategy

Strategy refers to a plan of action designed to achieve a particular goal. The word is of military origin, deriving from the Greek word στρατηγός (stratēgos), which roughly translates as "general".[1]

In military usage strategy is distinct from tactics, which are concerned with the conduct of an engagement, while strategy is concerned with how different engagements are linked. How a battle is fought is a matter of tactics: the terms and conditions that it is fought on and whether it should be fought at all is a matter of strategy, which is part of the four levels of warfare: political goals or grand strategy, strategy, operations, and tactics

See Also

• Abstraction
• Acting Strategically
• Agency Theory
• Alliances and Joint Ventures
• Architecture of D-M
• Aristotle's Individual Mean
• Autarky Value
• Autopoiesis
• Boston Box
• Category Killers
• Chandler
• Change Individuals and Strategic Leadership
• Circle of Corporate Ethos
• Co-Evolution
• Co-opetition
• Co-specialized Assets
• Communities of Practice
• Competitive Advantage
• Competitive Advantage History
• Consumer Externalities
• Continuous Change
• Core Competence
• Core Competence in Practice
• Country-Specific Advantage
• Creative Distruction
• Cummings Angwin The Future Shape of Strategy DNS
• Davis & Miles' Elements of corporate reputation
• Describing Strategy
• Delphi
• Differential Advantage
• Disruptive Technologies
• Diversification
• Double Diamond
• EasyJet
• Edgar Shein - Organizational Structure
• Emergent Strategy
• Emotion and Oraginizational Change
• Entrepreneurs
• Ethos
• Firm-Specific Advantage
• First Mover Advantage
• Five Generic Strategies of Recovery
• Flagship Firm
• Four Folds of Subjectification
• GE Attractiveness
• Game Theory
• Ghoshal
• Hofstede's Cultural Dimensions
• How to Build Your Network
• Identifying Organizational Gaps
• Impirical Evidence on M&A
• Intended v Emergent Strategy
• Issues in Multi-business firms
• Johnson & Scholes' Cultural Web
• Levels of Strategic change
• Life Cycle Model
• M&A
• M&A Issue
• MNEs
• Management and the Art of Getting Things Done
• Managing MNE's
• Market Based View
• McKinsey's 7's
• Mintzberg - Crafting Strategy
• Mission Statement
• Modular v Architectural Innovation
• Natural Strategic Thrusts
• Network Externalities
• Networked Organizations
• New Economy and Strategy Implications
• Organigraphs
• Organizational Structure
• PEST
• Parenting Style
• Perspectives on Decision-making
• Peters & Waterman In Search of Excellence
• Porter
• Porter's Diamond of National Advantage
• Porter's Five Forces
• Porter's Generic Strategy
• Porter's Value Chain
• Portfolio Management
• Prahalad and Hamel
• Pricing
• Process of Decision-Making
• Product Lifecycle Management
• Prospect Theory
• Real Options
• Resource Based View
• Resource Consumption Models
• S-shaped growth patterns
• SWOT Analysis
• Scenarios
• Senge - The Fifth Discipline
• Sequential Entry Strategies
• Sharpbender
• Social Capital
• Stakeholder Analysis
• Strategic Advantage
• Strategic Advantage Approach
• Strategic Assets
• Strategic Group
• Strategic Intent
• Strategic Market Segments
• Strategic Narratives
• Strategic Positioning for MNE's
• Strategic Risk / Uncertainty
• Strategic Stories
• Strategic Thinking
• Strategic Uncertainty
• Strategy Cycle
• Strategy Under Uncertainty
• Strategy and Network Effects
• Strategy as Orchestrating Knowledge
• Strategy as Organizing
• Strategy&Practice 9.1 Strategies for Managing Change
• Structure follows Strategy Follows Structure
• Structure-strategy-Structure
• Sustainable Competitive Advantage
• Teaching Smart People How to Learn
• Tesco
• Theory X Theory Y
• Three Anecdotes
• Tipping Point
• Transfer Prices
• Triads
• Turnaround Strategies
• Using Outsiders to Implement Change
• Value Creation
• Value Proposition
• Vision
• Ways to craft Strategy
• What is Strategy
• Whittington - Strategy as Practice