A Critical Evaluation of the Strategic Choices of Telkom and Whether They Are Appropriate or Not
A CRITICAL EVALUATION OF THE STRATEGIC CHOICES OF TELKOM AND WHETHER THEY ARE APPROPRIATE OR NOT
According to Grant (2010:23) an organisation strategy can be identified or located in three places: in the heads of the chief executive and senior managers, in their articulation of strategy speeches and written documents and decisions through which strategy is enacted. From the Telkom view, the strategy statements can be identified in its vision, mission and values. These are as follows:
Vision
To be Africa’s preferred ICT Solutions provider.
Mission
To be a leading South African-based international ICT services group focused on long term sustainable profitability through growth in existing new markets.
Values * Continuous performance improvement * Honesty * Accountability * Respect * Teamwork
Strategic choice is the third logical element of the strategy formulation process. It therefore entails identifying options, evaluation of options and selecting a strategy. According to Boojihawon and Segal-Horn (2010) the process of strategic choice requires managers to identify several potential options, evaluate them and select the most appropriate for his or her organisation and context.
Viney and Gleadle (2010:7) argue that in defining organisational objectives and implementation of selected strategy, comes the identification, evaluating and choice of strategic options, based on the analysis of external and internal data.
Therefore, in evaluating the strategic choice of Telkom, the discussion will firstly look at its strategic objectives/intent and secondly, evaluate its recent strategic decisions it has taken as a result of those objectives.
The aim of Telkom is to continue to strengthen their position as a communication champion across the African continent. This will be done through the following strategic intent:
* To offer our customers enhanced bundled packages and tailored calling plans that will successfully grow
According to Grant (2010:23) an organisation strategy can be identified or located in three places: in the heads of the chief executive and senior managers, in their articulation of strategy speeches and written documents and decisions through which strategy is enacted. From the Telkom view, the strategy statements can be identified in its vision, mission and values. These are as follows:
Vision
To be Africa’s preferred ICT Solutions provider.
Mission
To be a leading South African-based international ICT services group focused on long term sustainable profitability through growth in existing new markets.
Values * Continuous performance improvement * Honesty * Accountability * Respect * Teamwork
Strategic choice is the third logical element of the strategy formulation process. It therefore entails identifying options, evaluation of options and selecting a strategy. According to Boojihawon and Segal-Horn (2010) the process of strategic choice requires managers to identify several potential options, evaluate them and select the most appropriate for his or her organisation and context.
Viney and Gleadle (2010:7) argue that in defining organisational objectives and implementation of selected strategy, comes the identification, evaluating and choice of strategic options, based on the analysis of external and internal data.
Therefore, in evaluating the strategic choice of Telkom, the discussion will firstly look at its strategic objectives/intent and secondly, evaluate its recent strategic decisions it has taken as a result of those objectives.
The aim of Telkom is to continue to strengthen their position as a communication champion across the African continent. This will be done through the following strategic intent:
* To offer our customers enhanced bundled packages and tailored calling plans that will successfully grow