A Strategy To Align Organization And Environment Essay Example for Free

A Strategy To Align Organization And Environment EssayThis story analyzes the term strategicalal fit exactly means, types of strategic fit, necessities to focus on strategic fit, and most importantly how well an plaque can align its resources capabilities with the opportunities that exist in the external environment so as to achieve peak executing in the business. Strategy of Nestle as an example to discuss how cold it is true that effective strategic fit ensures organizations resources capabilities and what the environment exactly needs from it. tonality Words strategical, Fit, Strategy, Resource, Capabilities, Opportunities, Environment, Business Introduction It should be recognized that any strategy or management dah is appropriate only in a particular set of circumstances. Strategic fit enables an organization to mould in its particular competitive situation at peak effectiveness. It expresses the degree to which an organization is matching its resources and capa bilities with the opportunities in the external environment.The matching takes place done strategy and it is therefore vital that the company have the unfeigned resources and capabilities to execute and support the strategy. Meaning of Strategic Fit The contingency theorists argument that performance outcomes are maximized when a firm achieves an alignment or fit between a firms external environment, its internal factors and its strategy has been well established in the literature (Burns Stalker 1967 Lawrence Lorsch 1967 Keats Hitt, 1988).Nadler and Tushman (1979) theorized that the greater the extreme degree of congruence or fit between the various components, the more effective will be the organization, leading to higher levels of goal attainment, utilization of resources, and adaptation. Need for Strategic Fit Strategic fit is a quest to align the organizations operation with the needs of the market. It also involves identification of the opportunities and the action to pr ofit on the opportunities. Strategic fit can be functiond actively to evaluate the current strategic situation of a company as well as opportunities such as MA and divestitures of organisational divisions.Strategic fit is equald to the Resource-based view of the firm which suggests that the key to profitability is non only through positioning and industry selection but rather through an internal focus which seeks to utilize the unusual characteristics of the companys portfolio of resources and capabilities. Resources s Capabilities A anomalous combination of resources and capabilities can eventually be genuine into a competitive advantage which the company can profit from. However, it is important to differentiate between resources and capabilities.Resources relate to the inputs to production owned by the company, whereas capabilities describe the accumulation of learning the company possesses. Types of Resources Resources can be assort as tangible resources and intangible a sset resources. Tangible Resources The term tangible means capable of being touched, authorized or actual, rather than imaginary or visionary, definite not vague or elusive, having actual physical existence, as real estate or chattels, and therefore capable of being assigned a note value in monetary terms. Financial (Cash, securities) Physical (Location, plant, machinery) are whatsoever of the tangible resources Intangible Resources Resources that are not physical in nature are said to be Intangible resources. Corporate intellectual retention (items such as patents, trademarks, copyrights, business methodologies), in effect(p)will and brand recognition are all common intangible resources in business point of view. An intangible resource can be classified as all ambiguous or definite depending on the specifics of that resource.A company brand name is considered to be an indefinite resource, as it stays with the company as long as the company continues operations. However, if a company enters a legal agreement to operate under another companys patent, with no plans of extending the agreement, it would have a limited action and would be classified as a definite resource. Technology (Patents, copyrights) Human resources Reputation (Brands) Culture, are some of the intangible resources. CapabilitiesCapabilities are what a firm does, and represents the firms capacity to deploy resources that have been by choice integrated to achieve the desired end state. Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage. Capabilities needed for strategic fit are 1. Coordination 2. Commitment 3. Competence (technology, management and leadership) 4. Communication 5. Creativity 6. Capacity management (allocation of resources)Benefits of Strategic Fit The extent to which the activities of a single organization or of organizations working in partnershi p concomitant each other in such a way as to contribute to competitive advantage. The benefits of good strategic fit include cost reduction, due to economies of scale, and the transfer of knowledge and skills (technological expertise, managerial know how), use of common brand name. The success of a merger, joint venture, or strategic alliance may be affected by the degree of strategic fit between the organizations involved.Similarly, the strategic fit of one organization with another is often a factor in decisions about acquisitions, mergers, diversification, or divestment. Types of Strategic Fit 1. market related fit 2. Operating fit 3. Management fit commercialise Related Fit Market related fit arises when value chains of different businesses overlap so that the products can be utilise by same customers, marketed and promoted in similar ways, distributed through common dealers and retailers.