Course Content
Strategic Management: Introduction
Strategic Management: Concept, Process, Decision and Types
0/8
Strategies :Introduction
Schools of thought on Strategy formulation
Strategic Decision Making Technique : Devil’s Advocacy
Strategic Drift
F: Strategic Typology Model: Miles & Snow: 1978
F: Strategic Planning
F: Strategic Decision Making
F: Strategy Pyramid
External Strategic Analysis
External Analysis, PEST, Porter’s Approach to Industry Analysis
0/4
F: PEST Analysis: Johnson and Scholes: 1990s
What is Strategic Analysis?
Diamond of National Competitive Advantage: M.E. Porter: 1990
General Competitive Strategies: Michael Porter: 1985
Internal Strategy Analysis
Internal Strategy Analysis – Resource-Based Approach, Value Chain Analysis
0/4
F: Resource-Based Theory for Competitive Advantage: Robert M. Grant: 1991
F: VRIO Framework : Jay Barney: 1995
–GAP Analysis
F: Value Chain Analysis: Michael Porter: 1985
Strategy Formulation
Strategy Formulation: SWOT Analysis, Corporate Strategy – Growth, Stability, Retrenchment, Integration, and Diversification
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F: Case Study: 🔴 Red Ocean Strategy vs 🔵 Blue Ocean Strategy
F: SWOT Analysis and TOWS Analysis
F: Parenting Fit Matrix: Goold, Campbell and Alexander: 1990s
Corporate-Level Strategies :Introduction
Classification of Corporate-Level Strategies
Directional Corporate Strategies
Turnaround Strategy & Business Process Reengineering
Classification of Integration and Diversification Strategy
Corporate Diversification
Business Portfolio Analysis
Business Portfolio Analysis - BCG, GE Business Model, Ansoff’s Product Market Growth Matrix
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F: What is a Portfolio Matrix?
F: BCG Matrix: BCG: 1970s
F: Ansoff’s Product Market Growth Matrix : Harry Igor Ansoff : 1957
F: Hofer–Schendel Market Evolution Matrix: C.W. Hoffer and R. Schendel: 1978
Strategy Implementation
Strategy Implementation: Challenges of Change, Developing Programs, McKinsey 7s Framework
0/5
F: Strategy Diamond: Hambrick and Fredrickson: 2001
Mintzberg’s View on Realized Strategy
4-Box Business Model: Mark W. Johnson: 2010
F: 7S Framework of Organizational Change: McKinsey: 1980
Organizational Structure & Strategy Fit
Final Evaluation
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Rapid Fire : Strategic Management
Unit VI: Strategic Management

Strategy Diamond: Hambrick and Fredrickson: 2001

 

I. Introduction

  1. The Hambrick and Fredrickson model of strategic management was devloped by Donald C. Hambrick and James W. Fredrickson in 2001.
  2. It is also called the Strategy Diamond Model
  3. It is a framework that helps managers clearly define and evaluate a firm’s strategy.

II. 🌟Key Elements of Strategy Diamond Model

Hambrick and Fredrickson argue that a strategy must be coherent, comprehensive, and interrelated, covering five key elements.

 

III. 🔷Steps of Applying Strategic Diamond Framework

The Hambrick and Fredrickson model of strategic management(a.k.a. Strategic Diamond) in proper sequence from beginning to end.  

 

  1. Vision and mission:
    • The process begins by defining the organization’s fundamental purpose and where it wants to be in the long term.
  2. Goals and objectives:
    • These translate the vision into specific, measurable targets that the organization aims to achieve.
  3. Internal and external strategic analysis:
    • Before choosing a strategy, a firm must perform a situational analysis (like SWOT or PESTEL) to understand its environment and internal capabilities.
  4. Strategy:  Arenas, Vehicles, Differentiators, Staging, Economic logic:
    • This is the “heart” of the Hambrick and Fredrickson model—the Strategy Diamond. It defines exactly how the business will create value.
  5. Implementation Levers and strategic leadership
    • The final stage involves the actual execution, using organizational structure, people, and systems to bring the strategy to life.

 

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