Strategy Formulation: An Approach to Departmental Improvement

Abstract

So long as a change-promoting team confines its activities to analysing the patterns of relationships that exist within a department and building a conceptual model of them, there is very little risk involved, and there is no commitment on anyone’s part to further courses of action. It is only at the stage where a strategy is to be implemented, and changes are to be introduced, that a programme of departmental improvement becomes effective and thereby involves taking risks. A sound strategy for departmental improvement is important for the sake of the organisation and its success, and for the sake of credibility of those involved. If avoidable failures occur, the whole change programme is likely to suffer.