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The strategy lens The strategy lenses approach views strategy from three angles, the angles from which strategy can be implemented on a corporate level. It is a conceptual approach to see the strategies which are being developed and managed time and again, to inspire new thinking about its social aspect and manage resources optimally to help achieve high performance and efficiency. how to forecast the changes, list them according to their criteria, and deal with changes at the same time. The strategy lenses approach views strategy from three angles, the angles from which strategy can be implemented on a corporate level. It is a conceptual approach to see the strategies which are being developed and managed time and again, to inspire new thinking about its social aspect and manage resources optimally to help achieve high performance and efficiency. For practitioners, this approach can be used as a tool to help them plan strategically, diagnose and analyze problems and make changes to their strategy simultaneously. (Bowman, C. and Faulkner, D. 1997) 1) Strategy as a design The strategy development is process in which the forces and constraints on the organisation are weighted carefully through analytic and evaluative techniques to establish clear strategy direction to get maximum output. This creates conditions in which carefully planned strategy implementation should occur. . . While creating and developing the goals, the organisation also there is a needs to think of the design of the strategy which will help them achieve those goals or to make the company to stand in better condition in a market. This strategic process follows an analysis-selection-implementation process. The key processes involved in this approach are grouping, linking, alignment and fitting things both to the internal and external environment. Here the leader is the strategist, the designer and the architect of the corporate strategy, which is developed and managed. (All Business, 2001) 2) Strategy as experience The future strategies of organisations are heavily influenced by the experience of the managers and others in the organisation based on their previous strategies.Strategies are driven not so mush by clear-cut analysis as by the taken-for-granted assumptions and ways og doing things embedded in the culture of organisations.the strategies that are made are not fixed it will change with condition of organisation . Experience strategy is a term whose time has come, and while it leads us to better design, it also obscures our vision.with the experience of our previous strategies we can design better strategy for work. The experienced strategists understand the interdependence of the organisational functions. Effective organisations have flexible decision makers. They are able to operate in cross functional environment and understand the entire organisational system. The corporate strategists should have the experience to grasp the critical changes that affects the business environment today. Change, flexibility, customer-focus, quality, and organization learning are among the key realities in today's business environment. Poor decision making could cost the business both time and money. (Schou Economics Weblog, 2009) Figure Experience Strategy Honeycomb The increasing number of markets, executives are no longer afford to formulate strategy without embracing user experience, and to the extent their offerings include web sites, software products, and interactive services, these leaders (or their successors) must understand the complex interplay between strategy, scope, structure, semantics, skeleton, and surface. They must become experience executives, in concept if not in name. ExperiencePlanning: The planning made in the world of brands and consumers. Experience Planners is a factor in brand and consumer relationships but integrate elements that will be critical bridging the user experience with the total customer experience. Research done to determine the needs of the customer. It also helps make the user into a person, and when done properly creates empathy among various stakeholders. Experience briefing: It give the brief idea of the result come out from research and communicate in the way which can be easily digested among variety of audience.briefing can include artifacts such as videos photos. ExperienceDesign: This name for prototyping. . Point is that we need to start creating in the strategy phase because it will help make the project objectives tangible and concrete. Ths essential thing in this part of the process is the ideation is informed by insights. This makes the process co-dependent on the initial research. . With a rough prototype , you now have a "thing" which can be validated or invalidated. In this approach you're still thinking strategically, you now have something to "test". Experience Roadmap. Everything learned about business, brand, and user needs. With research and analysis we make decision what kind of plan we have to make to run a business and it combined with what's been learned through prototyping leads to a vision, a set of recommendations plotted over time. A version of the prototype can be updated to help visualize what the this is and a plan is laid out for how to get there. 3) Strategy as ideas Neither of the above lenses is especially helpful in explaining innovation. Then how do ideas come about' The ideas lens emphasises the importance of promoting diversity in and around organisations, which can potentially generate genuinely new ideas. The new ideas make new startegies for the company. importance of variety the new ideas are generated in conditions of variety and diversity .whereas conditions of uniformity give rise to fewer new ideas.there is an ever changing environment different types of business es a variety of groups and individuals .variety is likely to be greatest where the environment is changing fastest . suppose one day there is demand for coke and other day there is demand for fanta so in this way variety is more in the market according to demand. B selection and retention Selection of strategy is a matter of delibrate choice to optmise some sort of outcome, eg competitive advantage leading to enhanced profits .the strategies that develpop are also result of other process of selection and retention .this include .Functional benefits An idea may meet the needs of environment and market forces there function are serving the interest of individuals within the organisation .Alignment An idea is more useful if it align with the other useful ideas . because if it align with other sucessful idea it hlp in generating a grat profit . Attractions some strategic ides are more atractive than the other ideas in order to generate the more profit . some ides are madfe in such away that if they implemnt they help in generating the great revenue .Retention retention occurred when selected variations are preserved ,duplicated or otherwise repproduced leading to their future repetitions.one key factor is factor extent to which idea is routinised and thus retained. Implication for management Questioning and challenge is important Thre are many organisations that have process and procedures to fostrers new ideas .eg large organisation often move executive across business or divisions with specific intention.(johnson etal,2008) 4) Strategy as discourse This lens sees strategy in terms of language. Managers spend most their time in communicating. The command of strategy language becomes a resource for managers by which to shape ‘objective’ strategic analysis to their personal views and to gain influence, power and legitimacy.the ability to use discursive resources effectively can then be a distinct advantage and competence for individual .looking at strategy development in terms of strategy as discourse 1. discourse and critical perspective the concept and models of strategy are less to do with substance and more to do with image in this most of the things are explined by the image ,identity and power that the concept of strategy arte employed developed and sustained as a basis of sustaining top management control authority in league with academic profession. Implication for manager 1 Discourse and the management of strategic change plays great role in diffusion of innovation change in management and new management language. A more rational approach means that it takes longer to achieve adoption but will less likely to result in early rejections. 2. Common discourse It is useful to develop common strategy and common language of strategy in an organisation . this is a common reason for management development program in relation to strategy 3 Acritical perspective for the manager . more constructive view of cfritical perspective on strategy is that the discourse should prompt managers and student aike to question .jhow sustantial cocepts and model to do with strategy really are .in this sense seeing strategy as discourse can prompt the healthy questioning of concepts ideas and assumptions that might oterwise taken for granted force field analysis Force Field Analysis is a technique in which the change in a result of a struggle between forces of resistance and driving forces . By using Force Field Analysis, you can learn which course of action will be the best one to implement because it has the most driving forces and the least resistant forces. Force field analysis is a management technique developed by Kurt Lewin, a pioneer in the field of social sciences, for diagnosing situations. It will be useful when looking at the variables involved in planning and implementing a change program and will undoubtedly be of use in team building projects,when attempting to overcome resistance to change. Driving Forces Driving forces are those forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going. In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces. Restraining Forces Restraining forces are forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment may be examples of restraining forces against increased production. Equilibrium is reached when the sum of the driving forces equals the sum of the restraining forces. In our example, equilibrium represents the present level of productivity, as shown below. The force field model is built on the idea that forces – persons, habits, customs, attitudes, etc. – both drive and restrain changes. This tool can be used at any level (personal, network, organisational, project) to visualise the forces that may work for and against change initiatives. This model helps its user picture the “tug-of-war” between forces in a given issue. Arrows are drawn towards the middle. Longer arrows depict stronger forces. The whole idea is to understand, and to make explicit, all the forces acting on a given situation. Equilibrium This equilibrium, or present level of productivity, can be raised or lowered by changes in the relationship between the driving and the restraining forces. For illustration, consider the dilemma of the new manager who takes over a work group in which productivity is high but whose predecessor drained the human resources. The former manager had upset the equilibrium by increasing the driving forces (that is, being autocratic and keeping continual pressure on subordinates) and thus achieving increases in output in the short run. By doing this, however, new restraining forces developed, such as increased hostility and antagonism, and at the time of the former manager's departure the restraining forces were beginning to increase and the results manifested themselves in turnover, absenteeism, and other restraining forces, which lowered productivity shortly after the new manager arrived. Now a new equilibrium at a significantly lower productivity is faced by the new manager. Now just assume that our new manager decides not to increase the driving forces but to reduce the restraining forces. The manager may do this by taking time away from the usual production operation and engaging in problem solving and training and development. In the short run, output will tend to be lowered still further. However, if commitment to objectives and technical know-how of the group are increased in the long run, they may become new driving forces, and that, along with the elimination of the hostility and the apathy that were restraining forces, will now tend to move the balance to a higher level of output. Managers are often in a position in which they must consider not only output but also intervening variables and not only short-term but also long-term goals. It can be seen that force field analysis provides framework that is useful in diagnosing these interrelationships. value of force field analysis the goal of force field analysis is to help the leaders and other stakeholders identify,documents,and those forceslikely to influence plan implementation leader can then act toleverge helping force and mitigate hindering forces.it should be noted that forced field analysis can be used in multiple phases of planing process.the technique can be used initially diagnose problem or strategic context.now a days many leaders involved in achange are using force field analysis to help them identify and address the key leverage points in their respective change process.the planing techniques has been applied in health care planing,leadership development and general project manager. The 7s prompting frame work It is helpful to provide session participants with some kind of handout or brief training describing the model prior to its use in subsequent planing session Factors in 7s frame work Skill - This category decide whether the people have knowledge,skills and ability to make the required change.adequate analysis ofthis category will require planing to judge the performance System- this category decide what system we have to make. to make a strategy so that everthing runs well in the system. Leadership style- this category is important to make a strategies person need to have good leadership qualities to make a strategy . Staff-in this category all the members of staff sit and make strategies to make tha structure of the system well. Shared values and motivation- this is also akey factor in the shared values customer share their values and motivate the other person to make the organisation to work properly. Structures-structure defines what kind of strategies we have to make to get good profit . Conclusion The strategy at its developing stage should work with both the concepts in order to have the full idea of what needs to be done in accordance to the . While making decisions, the external factors like competition, customers, stakeholders, the business environment, etc. can be pre determined and steps could be taken to make these factors help toward the intended changes and strategy formulation. Using these lenses we can make better strategies to help the business and to get better structure of the company better align your company, resources and feel with its goals, environment and industry. While we like to use the strategic lens, all three are equally important. There is no one ‘right’ approach for developing strategies. The three lenses that provide different insights. The force field analysis shows how changes are meant to occur and how it affects the requirements of an organization. In practice, organizational reality is likely to be a mix of both, with iterations between different stages. The force field analysis make the structure of the business so that change in future would not stop the growth of the organization. Bibliography 1. Bowman, C. and Faulkner, D. (1997), Competitive Corporate Strategy (London: Irwin) 2. All Business, ‘Organisational Lenses’ Analysis’ [online] (cited on 30th June 2009) Available from