August 2021 | Vol 12 | Issue 8

~ Employee Engagement Snackies ~

# Organizational Leadership: Change, renewal and reinvention

# Innovation: The story of Mr. Vineet Nayar & HCL Infosystems

# Resolution: Win-win-win. The case of two authors & Samsung.

# Leadership: Most discussed; least understood

# Resonance: Blind man's misfortune and a young copywriter

# Realize phase: How E. Shreedharan internalised it.

# The tool that Detectives, Doctors, Managers & Leaders use.

# Dialogue: Two companies and a farm of Sandalwood trees.


Every type of strategy – military, political or diplomatic – ultimately boils down to the ends and means. In short, what is to be achieved and how it is to be achieved. Strategy works the same way in business too, and is crucial to the long-term health of an organization.

This issue of Sattva focuses on two foundational aspects of business strategy - Formulation and Retroductive decision making, both of which impact the sustainability of an organization.

The Editorial Team
VIDEO: RETRODUCTION: The one tool that Detectives, Doctors, Managers and Leaders use, unfailingly.

Taking decisions in today’s highly competitive business scenario calls for a balanced mix of intellect, intuition, logic and creativity.

Dr. Sunil Maheshwari, Dean – Samatvam Academy explains explains how retroduction helps in bringing together facts and ideas that may not have been previously associated with each other. More

The very first step in launching a business is to formulate a strategy that takes into account the different levels of Corporate, Business and Functional, and the deep thinking it calls for.

This note focuses on the ingredients and process of business strategy formulation, as enumerated below:

1. Strategic Thinking
Strategic thinking is a synthesizing process, utilizing intuition and creativity, whose outcome is “an integrated perspective of the enterprise.

2. Strategic Management Process
It is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources for carrying out these goals.
   2.1. Mission
   2.1.1. Vision
   2.1.2. Strategic Intent
2.2. Objectives
2.3. External & Internal Analysis
2.4. Strategic Choice
2.5. Strategy Implementation
2.6. Competitive Advantage

3. Strategy - Environment Fit
The ‘classical’ approach to strategy formulation described in previous section though is most popular, it has limitations.

4. Framework for Formulation of Business Strategy
For most managers, mission and vision of the company are given. They are tasked with the responsibilities of developing business strategies within defined corporate premises.

Read the full note.
Engage!: Co-creating Organizational Vitality and Individual Fulfilment

Excerpt #9: Managerial Efficacy
Managers reside at the third rung of the hierarchy of accountability. They direct the operations of a functional area or regional unit. In doing so, managers are expected to integrate their respective activities with the mission and vision of the larger organization.

Managers navigate the interaction between the situational variables, in order to achieve the planned output. A manager works at peak effectiveness when the overall performance of the work-unit moves close to its full potential.

The process of management involves the use of knowledge and skill, in the exercise of judgment and decision-making. Judgment may be about reality (assessment of the facts in a situation), or about the value (the significance of those facts).

Read more about the Managerial Efficacy in the book ENGAGE!. Available here.

~~ Sattva Archives ~~

M-1/31, DLF City Phase - II, Gurugram - 122 002, India
Tel: 91 - (124) - 4301728, 91 - 9899777100, 9350663112, 9873903113 I