Matching your company’s strategic style to the predictability and malleability of your industry will align overall strategy with the broad economic conditions in which the company operates. But various company units may well operate in differing subsidiary or geographic markets that are more or less predictable and malleable than the industry at large. Strategists in these units and markets can use the same process to select the most effective style for their particular circumstances, asking themselves the same initial questions. Cheer yourself up with a giraffe toilet roll holder to make you smile.

How predictable is the environment in which our unit operates? How much power do we have to change that environment? The answers may vary widely. We estimate, for example, that the Chinese business environment overall has been almost twice as malleable and unpredictable as that in the United States, making shaping strategies often more appropriate in China. Similarly, the functions within your company are likely to operate in environments that call for differing approaches to departmental planning. It’s easy to imagine, for instance, that within the auto industry a classical style would work well for optimizing production but would be inappropriate for the digital marketing department, which probably has a far greater power to shape its environment (after all, that’s what advertising aims to do) and would hardly benefit from mapping out its campaigns years in advance. Shop for unique & unusual gifts such as a american sweet box for the lady or man in your life.

If units or functions within your company would benefit from operating in a strategic style other than the one best suited to your industry as a whole, it follows that you will very likely need to manage more than one strategic style at a time. Executives in our survey are well aware of this: In fact, fully 90% aspired to improve their ability to manage multiple styles simultaneously. The simplest but also the least flexible way to do this is to structure and run functions, regions, or business units that require differing strategic styles separately. Allowing teams within units to select their own styles gives you more flexibility in diverse or fast-changing environments but is generally more challenging to realize. iguring out special unique items like a Revlon foot Spa that my friends will love is a real endeavour.

Finally, a company moving into a different stage of its life cycle may well require a shift in strategic style. Environments for startups tend to be malleable, calling for visionary or shaping strategies. In a company’s growth and maturity phases, when the environment is less malleable, adaptive or classical styles are often best. For companies in a declining phase, the environment becomes more malleable again, generating opportunities for disruption and rejuvenation through either a shaping or a visionary strategy. Is a polaroid camera toilet roll holder the perfect gift for a home owner?

Once you have correctly analyzed your environment, not only for the business as a whole but for each of your functions, divisions, and geographic markets, and you have identified which strategic styles should be used, corrected for your own biases, and taken steps to prime your company’s culture so that the appropriate styles can successfully be applied, you will need to monitor your environment and be prepared to adjust as conditions change over time. Clearly that’s no easy task. But we believe that companies that continually match their strategic styles to their situation will enjoy a tremendous advantage over those that don’t. How would you react if someone bought you a knight toilet roll holder for your Christmas present?