Actions to implement three potent post‐crisis strategies

Abstract

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Main causes that lead strategies to decline at execution phase: an analysis of Brazilian companies

“…A common mistake made by many managers refers to the formulation of erroneous and utopian strategies caused by poor analysis of internal and external factors of the organization and also by generating false expectations (Al-Ghamdi, 1998; Berman et al , 2010). Usually, there is a gap between the desired situation and what can be achieved at a given time.…”

“…Unfavorable economic factors have contributed to increased business market volatility and complexity, increasing competition between companies (Berman et al , 2010; Hitt et al , 2011; Teeratansirikool et al , 2013; Deif and El Maraghy, 2014). Establishing real and consistent strategies based on business market reality and improving them as accurately as possible is necessary to sustain business for a longer time.…”

“…Establishing real and consistent strategies based on business market reality and improving them as accurately as possible is necessary to sustain business for a longer time. Alday (2000) and Berman et al (2010) stated that this is the reality of the twenty-first century and even the old empirical practices of planning are no longer sufficient to ensure success. Flexibility is necessary to readily face business market adversities (Porter, 1996; Cocks, 2010; Speculand, 2014).…”

Method to integrate management tools aiming organizational excellence

“…There is also another critical factor that still plagues companies. Associated with this volume of information that must be managed, there is a globalized, volatile and highly competitive market that exerts vast pressure on organizations, leaders and managers (Berman et al, 2010;Deif & Elmaraghy, 2014;Nejatian et al, 2018). There is no room for mistakes, and inadequate targeting can lead to the decline of an entire company.…”