Strategy processes, practices and learning in organisations in Mauritius

Abstract

Strategy matters! It is hard to think of an organisation without a strategy, and one without is pointless. Any organisation, whatever its size and shape, needs strategy to survive, compete and prosper successfully in any given context. Strategy, however, is not a given. It requires a process of thought, choice, decisive action and management, and is prone to change whenever applied. Hence the subject matter of strategic management. In theory, strategy (or strategic management) concerns the vision or long-term objectives of the organisation and the general means for realizing them; it is different from short-term objectives and routine operations. Strategy is about understanding, shaping and managing a business for its competitive success. In these times of global economic crisis the need for smart strategic thinking is heightened more than ever as companies, the world over, are struggling their way out of troubled economic waters. Success now demands strategic management of high quality. Mauritius is facing an ever growing challenge to meet the demands of international competitiveness at all levels. Are our firms and managers adequately equipped to envision the state of their industry and the kinds of competition they will be facing down the line? This study starts to understand this question by investigating the nature of strategy processes, practices and learning in organisations based in Mauritius. Using a mixed methodology of survey and in-depth interviews, it infers that organisations in Mauritius are limited in their approaches to understand, practice and learn the principles and tools of strategic management. Those organisations which do try to practice a strategic approach are either overwhelmed by operational thinking and micro management, or are unclear about several key aspects of the strategy process, and therefore do not seem to benefit. The majority of respondents, however, do recognise the added value of strategic management in enabling their competitive success. Indepth study of some successful enterprises in Mauritius reveals that the basis of their successes overtime has been the astute application of strategic management principles. This study opens some very important practical and academic avenues for further thinking, application and research on strategic management in Mauritius. It is important to realise that the lasting competitiveness of Mauritian organisations will be a product of the strategic choices they make now; these choices are themselves the outcomes of rigorous analyses and meticulous evaluations of competing options under some very dynamic and uncertain set of assumptions. Nothing therefore can be left to chance. Success depends on applying some smart strategic thinking