Conceptualising Strategy-Making Through a Strategic Architecture Perspective

Abstract

The key argument of this conceptual paper is that the roots of a viable future for an organisation are found in a robust strategic architecture perspective. The theoretical baselines for the concepts associated with this paper are linked to a variety of strategy theories. These include, but are not restricted to, institutional theory, strategic thinking relating to the positioning-based view (PBV) and resource-based view (RBV) respectively, entrepreneurial thinking, and innovation thinking. Strategy can be described as the collective, emerging pattern-based on strategic choices-an organisation consciously exhibits and executes over time to ensure its sustainable endurance by differentiating itself in unique ways to create and add value for stakeholders. Strategy is about explaining how an organisation wants to move forward and how it wants to advance the interests of stakeholders. A strategic landscape is the broad external and internal context of an organisation. An important part of strategy and the strategic landscape it operates in is how organisations define or "construct" their own "topography" or strategic architecture. A strategic architecture presents an organisation"s core logic for creating sustainable value, and therefore, forms the foundation of an organisation"s competitive potential in a specific context. This paper presents descriptions of the seven key buildings blocks that constitute a strategic architecture perspective for an organisation with an indication of strategy tools and frameworks that can be used to illuminate strategic possibilities, choices, and challenges to assist ongoing strategising praxis. The key features and assumptions associated with a strategic architecture perspective are discussed. A strategic architecture perspective assists leaders to work through the strategic complexity to arrive at simplicity in the form of clarity on external and internal strategic leverages, strategic aspirations, core strategic choices, plausible multiple scenarios, focused strategic goals, and success measurements to guide strategy execution and ongoing strategy renewal and innovations for proactive strategic decision-making through various dialogues with key stakeholders.