Darden report 1
STRATEGIC HOSPITALITY MANAGEMENT
MODULE PERIOD: 2 / 2013 - 2014
WEEKLY REPORT
Theory Report
Introduction
This report discusses the theory of four strategy lenses described in the book “Exploring strategy” in chapter 1. Next to the descriptions, realistic hospitality related work examples are provided in chapter 2 to clarify the importance of these strategy lenses using the three angles of lens. Chapter 3 clarifies the work context of the establishment ‘Marriot’s Surf Club Aruba’ which was chosen as the best practice organization to analyze due to the convenience of one of the team member her knowledge. Choice for the strategy lenses applicable for this company is justified in chapter 4, whereas chapter 5 points out the impact on these lenses if the management of Marriot’s Surf Club Aruba would implement a new strategy.
1.1 Identification and Discussion of the Strategy Lenses
The Strategy lenses are ways of looking at strategy issues differently in order to generate many insights. It should be mentioned that the lens is always from a management point of view and that none of these lenses is likely to offer a complete view of a strategic situation. The important aim of these lenses is to avoid approaching strategic problems from a single perspective. Looking at problems in different ways will raise new issues and new solutions. In brief the four lenses view strategy as follows:
Strategy as design. This takes the view that strategy development can be designed. This design lens on strategy encourages a large investment in planning and analysis before making final decisions. Due the fact that the design lens is carefully planned step by step, there is a high rationality and therefore little scope for innovation and change. The design lens usually grants top management the leadership role in the strategy which shows a high legitimacy.
Strategy as experience. The experience lens recognizes that future strategies of
MODULE PERIOD: 2 / 2013 - 2014
WEEKLY REPORT
Theory Report
Introduction
This report discusses the theory of four strategy lenses described in the book “Exploring strategy” in chapter 1. Next to the descriptions, realistic hospitality related work examples are provided in chapter 2 to clarify the importance of these strategy lenses using the three angles of lens. Chapter 3 clarifies the work context of the establishment ‘Marriot’s Surf Club Aruba’ which was chosen as the best practice organization to analyze due to the convenience of one of the team member her knowledge. Choice for the strategy lenses applicable for this company is justified in chapter 4, whereas chapter 5 points out the impact on these lenses if the management of Marriot’s Surf Club Aruba would implement a new strategy.
1.1 Identification and Discussion of the Strategy Lenses
The Strategy lenses are ways of looking at strategy issues differently in order to generate many insights. It should be mentioned that the lens is always from a management point of view and that none of these lenses is likely to offer a complete view of a strategic situation. The important aim of these lenses is to avoid approaching strategic problems from a single perspective. Looking at problems in different ways will raise new issues and new solutions. In brief the four lenses view strategy as follows:
Strategy as design. This takes the view that strategy development can be designed. This design lens on strategy encourages a large investment in planning and analysis before making final decisions. Due the fact that the design lens is carefully planned step by step, there is a high rationality and therefore little scope for innovation and change. The design lens usually grants top management the leadership role in the strategy which shows a high legitimacy.
Strategy as experience. The experience lens recognizes that future strategies of