Strategy is not the outcome of simple rational analysis; analysis is frequently done in ad hoc and incomplete fashion and not always followed through. Analysis may serve many functions and may be rough and ready, i.e. SWOT which tends to produce unmanageable long lists of factors. The result is these factors are rarely probed or refined. SWOT should be more focused and lead to concrete actions on prioritized factors. Managers can often add value by more rigorous use of strategy’s analytical tools.
Analysis is both costly and timely; ‘paralysis analysis’ where managers spend too long perfecting their analysis, not enough time taking decisions and then acting upon them. There may be different purposes for analysis:
- Procrastination: it may be deliberate, aimed at putting of decisions
- Symbolic: to rationalise a decision after it has already effectively been made
- Buy in: managers are asked to analyse an issue to get them in to decision, without which they might have been resistant to.
- Political: to forward the agenda of a particular manager or part of the organisation.
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