Assignment 3: Individual Reflective Essay (1500 Words)
Assignment 3: Individual Reflective Essay Length 1500 Words 20re
Reflective Piece - Record and reflect on your development as a strategist over the course of the semester. Each individual is to write a reflective essay that demonstrates a significant personal insight into your development as a strategist. Your reflective essay needs to demonstrate an active engagement with both theory and your personal experience and it must demonstrate how exposure to the strategic management theory has (or has not) changed the way you think/act and what, if any plans you have to build on this in the future. How we’ll assess your work For the reflective piece, we are seeking to understand how deeply you have engaged with the material presented in this course and what the personal implications of this are for you as a practitioner.
We are interested in how you are able to draw connections between your personal experience and the strategic management discipline and how well you are able to connect the strategic management discipline to the other disciplines that you have studied in your university career. For the criteria relating to the marking of this assignment, see the marking rubric posted on the BlackBoard site. Academic staff will base their judgement on the quality of work you submit and how well it meets the requirements of the assignment. We will undertake a rigorous and transparent moderation process to ensure that all work is assessed to the same degree and standard. Marking Rubic: Chapters covered: (textbook: Strategic management: an integrated approach 11th edition. Authors: Charles W.L. Hill, Gareth R.Jones, Melissa A.Schilling) 1) Introduction to strategic management 2) The environment 3) strategic capabilities 4) Strategic leadership: managing the strategy – making process for competitive advantage 5) external analysis: the identification of opportunities and threats 6) internal analysis: distinctive competencies, competitive advantage, and profitability 7)building competitive advantage through functional-level strategies 8)Business level strategies 9) Business level strategies and industry environment 10) Strategy and technology 11) strategy in the global environment 12) corporate level strategy: horizontal integration, vertical integration, and strategic outsourcing 13) corporate level strategy: related and unrelated diversification 14) corporate performance, governance, and business ethics 15) implementing strategy in companies that compete in a single industry 16) implementing strategy in companies that compete across industries and countries
Paper For Above instruction
The development of a personal strategic mindset over the course of this semester has been a transformative journey, deeply intertwined with both theoretical understanding and personal reflection. Engaging with various aspects of strategic management—ranging from environmental analysis to corporate governance—has reshaped not only how I perceive the strategic landscape but also how I see my potential role within it as an emerging practitioner. This reflection explores how the coursework, particularly the theories and frameworks presented in Hill, Jones, and Schilling’s “Strategic Management: An Integrated Approach,” have influenced my thinking, actions, and future plans as a strategist.
Understanding the Foundations of Strategic Management
The journey began with foundational concepts such as the introduction to strategic management and understanding the external environment. Learning about the importance of environmental scanning through PESTEL analysis and Porter’s Five Forces provided me with a nuanced view of how external factors shape organizational strategy. Previously, I underestimated the complexity and dynamism of external environments; now, I appreciate the deliberate effort needed to anticipate opportunities and threats. Engaging with these concepts allowed me to see strategy as an active process grounded in environmental awareness rather than static planning.
The Role of Internal Capabilities and Competitive Advantage
Alongside external analysis, the course emphasized internal analysis—identifying core competencies, distinctive capabilities, and resources that underpin competitive advantage. I realized that effective strategy hinges on leveraging internal strengths while navigating external challenges. This understanding prompted me to assess my own skills and experiences critically, recognizing areas where I can develop unique capabilities. It became clear that sustainable competitive advantage requires a continuous alignment between internal resources and external opportunities, a lesson that will influence my approach to personal and professional development.
Leadership, Strategy Formulation, and Decision-Making
The modules on strategic leadership and the strategic decision-making process helped me appreciate the importance of effective leadership in crafting and implementing strategy. Concepts such as managing the strategy-making process, resource allocation, and strategic change management resonated with my experiences. I now see myself as a potential leader who must not only understand strategic frameworks but also inspire and guide teams through complex decision-making processes. This shift has made me more reflective about my current leadership style and how I can integrate strategic thinking into my interactions.
Strategic Choices at the Business and Corporate Levels
Examining different strategic choices—such as business-level strategies, industry positioning, and corporate-level diversification—expanded my perspective on organizational scope and scalability. I learned how diversification strategies, whether related or unrelated, influence corporate performance and risk management. This knowledge has encouraged me to think critically about the strategic options available to organizations in different contexts, fostering a mindset open to innovation and adaptation. I now recognize the importance of aligning corporate strategy with long-term vision, a principle I aim to apply in my future endeavors.
The Impact of Technology and Global Strategy
The discussions on strategy and technology, coupled with insights into global strategic management, highlighted the importance of innovation and internationalization. Recognizing how technological advancements drive competitive advantage has motivated me to stay abreast of technological trends and consider their implications for strategic planning. The global environment module underscored the necessity of cultural awareness and geopolitical considerations, prompting me to develop a more international outlook and cultural sensitivity—skills essential for a future strategist in an interconnected world.
Ethics and Corporate Responsibility
Understanding corporate governance, ethics, and social responsibility reinforced the ethical dimension of strategy. I have come to see that sustainable competitive advantage is unattainable without considering societal and environmental impacts. This awareness has influenced my personal values and my approach to responsible decision-making, emphasizing integrity and stakeholder engagement as core elements of ethical strategy.
Personal Transformation and Future Plans
This coursework has significantly altered my approach to strategic thinking. I now see strategy not merely as a plan but as a dynamic process involving continuous assessment, adjustment, and ethical considerations. As I look ahead, I intend to build on this foundation by seeking practical experiences that allow me to apply these concepts in real-world contexts—through internships, project leadership roles, or further academic pursuits. Developing strategic agility, cultural competence, and ethical leadership are my primary goals as I move forward in my career.
Connecting Theory to Practice and interdisciplinary learning
The integration of strategic management concepts with other disciplines I have studied—such as economics, organizational behavior, and information systems—has enriched my understanding of how strategies are formulated and executed in complex environments. This interdisciplinary perspective underscores the importance of a holistic approach, blending analytical rigor with human-centric leadership. My academic background provides me with diverse tools to analyze strategic problems comprehensively, and I am eager to continue integrating these insights into practical solutions.
Conclusion
In conclusion, this semester has been a pivotal period of self-discovery and professional growth. The exposure to strategic management theory has broadened my perspective, sharpened my analytical skills, and instilled a sense of ethical responsibility. Moving forward, I am committed to continuing this developmental journey by actively applying strategic principles, seeking experiential learning opportunities, and fostering an adaptable and ethical strategic mindset.
References
- Hill, C. W. L., Jones, G. R., & Schilling, M. A. (2020). Strategic management: An integrated approach (11th ed.). Cengage Learning.
- Barney, J. B., & Hesterly, W. S. (2019). Strategic management and competitive advantage: Concepts and cases (6th ed.). Pearson.
- Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
- Grant, R. M. (2019). Contemporary strategy analysis (10th ed.). Wiley.
- Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
- Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring corporate strategy: Text and cases (11th ed.). Pearson.
- Yukl, G. (2019). Leadership in organizations (8th ed.). Pearson.
- Smith, K. G., & Grimm, C. M. (2018). The entrepreneurial enterprise: Strategies for success. Journal of Business Strategy, 29(2), 55-67.
- Doz, Y. L., & Kosonen, M. (2008). The dynamics of strategic agility: Nokia’s rollercoaster ride. California Management Review, 50(3), 95-118.
- Gladwell, M. (2008). Outliers: The story of success. Little, Brown and Company.