ric. 40 Mvia Mat OLD ST mpumelelo/Downloads/2024%20STM:20631%20Assisgnment%20Question%20Paper.pdf Read aloud Ask Copilot 3 of 4 placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success. In this worldview, managers accept that good strategy is not the product of hours of careful research and modeling that lead to an inevitable and almost perfect conclusion. Instead, it's the result of a simple and quite rough-and-ready process of thinking through what it would take to achieve what you want and then assessing whether it's realistic to try. If executives adopt this definition, then maybe, just maybe, they can keep strategy where it should be: outside the comfort zone. https://hbr.org/2014/01/the-big-lie-of-strategic-planning QUESTIONS 1: 25 MARKS Use any choice of an organization and any choice of strategy and depict how that strategy can be used and continuously improved to build customer value. QUESTIONS 2: 25 MARKS With the same strategy as above display how levers of control that should be taken into consideration in designing strategic control systems are to be utilised QUESTIONS 3: 25 MARKS O Search W connex F7 F8 Fg F10 F3 F4 F5 F6 Pause Insert 18 & 8 9 6Read aloud Ask Copilot + of 4 CASE STUDY T. READ THE CASE STUDY AND ANSWER THE QUESTIONS THAT FOLLOW: The Big Lie of Strategic Planning All executives know that strategy is important. But almost all also find it scary, because it forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career. The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target-an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future. By the end of the process, everyone feels a lot less scared. This is a truly terrible way to make strategy. It may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy making. In fact, if you are entirely comfortable with your strategy, there's a strong chance it isn't very good. You're probably stuck in one or more of the traps I'll discuss in this article. You need to be uncomfortable and apprehensive: True strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success. Search connex F3 F4 F5 F6 F7 F8 F9 F10 Insert D/II Pause $ A & K 8 O CO 5 6 8 E Y U 5 R T 4 O 6of 4 QUESTIONS 3: 25 MARKS Provide guidelines for matching organisational structures to an organisational strategy QUESTIONS 4: 15 MARKS Critically unpack the concept of organic growth with use of real-world illustrations END OF PAPER Search connex F9 F10 F3 F4 F5 F6 F7 F8 F2 310 DDI Pause & * 8 9 # $ O 6 8 3 5 W E R T Y U 4 5 O