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Applying this knowledge to the analysis of the statement, 'A strategic architecture, and therefore a strategic plan, cannot be a detailed plan' results in several realizations. First, that strategic architecture goes beyond concerning itself with external factors, but also focuses on internal factors as well. These factors are continuously changing, and therefore an organization's strategic architecture must be able to respond to these changes. Being able to be proactive when certain opportunities and threats present themselves is what sets certain organizations apart from their competitors.
This, as the statement notes, translates to strategic planning. An organization's strategic plan must be flexible enough to quickly adapt to a shifting external and internal environment. And, for this reason, an overly detailed plan becomes more ineffective. An overly detailed strategic plan cannot take into account the unknown and unforeseeable changes that will occur. Therefore, this detailed plan becomes...
Better is a strategic plan that gives general direction for the organization, guiding it down the path of success, while allowing some flexibility to take advantage of the unknown when it occurs.
References
Kiernan, M. (Feb 1993). The new strategic architecture: Learning to compete in the twenty-first century. Academy of Management Executive, 7(1). Retrieved November 8, 2007, from Business Source Complete database.
Mansfield, G. & Fourie, L. (Mar 2004). Strategy and business models - strange bedfellows? A case for convergence and its evolution into strategic architecture. South African Journal of Business Management, 35(1). Retrieved November 8, 2007, from MasterFILE Premier database.
Scholes, J. (Spring 2005). Steps to implementation. European Business Forum, (21). Retrieved November 8, 2007, from Business Source Complete database.
Strategic Architecture, and Therefore a Strategic Plan, Cannot be a Detailed Plan
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