Vw Strategy

Contents

Part 1 2

Introduction 2

Practitioners – Who are they? 2

Why those practitioners? 2

Practices & Praxis 3

Praxis – Is it all in the mundane? 4

So what? 4

Figure 1 Ahuja seen through the 3p's 5

Figure 2 Grief seen through the 3 p's 6

References 7

Part 2 8

Introduction 8

Plan 8

Ploy 8

Pattern 9

Figure 3 VW deliberate & emergent strategies 9

Position 10

Perspective 10

Conclusion 12

People 12

Political 12

Internal Conversations 13

References 14

Part 1

Introduction

This review intends to compare and contrast Stuart Grief’s (SC) and Sanjiv Ahuja’s (SA) views on strategy and using the concept of “strategy as practice” to understand and evaluate their views.

I will argue that both men do demonstrate Strategy as Practice that focus on the human element within their companies but Ahunja works top down and Greif embraces a wider base of stakeholders to achieve their strategic goals.

Practitioners – Who are they?

Ahuja’s practitioners appear to be the “senior team”. He does not engage with a wider set of stakeholders in the formation of the strategy.

His approach to strategy is very “top down” where the leaders write the strategy – remove the complexity and hand a set of simple to follow instructions to the 33,000 staff to carry out.

Grief’s practitioners from his presentation appear to be “everyone” or at least a wide range of stakeholders from within the company at middle-management level and above.

Why those practitioners?

In a discussion on the TGF we discussed whether the approach to “who” was determined by two things 1) the sector and 2) the type of staff the company employs.

In a post to the TFG (Matthews, 2013) says “staff at Orange are primarily shop sales staff with little business acumen hence Ahuja’s focus on simplification to aid dissemination whilst staff at Textron could be graduates of various fields with greater understanding of the process, not only easing dissemination but...