Managing strategy process
Kaartinen, Antti (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202503174375
https://urn.fi/URN:NBN:fi:amk-202503174375
Tiivistelmä
Digitalisation presents significant potential in forestry for enhancing operational efficiency and optimising forest management and wood sourcing. This thesis aims to design a strategy management process that aligns with the rapid advancements in the industry and addresses the challenges and opportunities presented by digitalisation. The study focuses on defining the resources and competences necessary for an effective strategy management process and establishes a framework for management of continuous strategy work within a forest digitalisation business unit.
The research highlights the role of dynamic strategy processes over traditional linear methods, emphasising continuous environmental scanning, agile decision-making, and regular strategy reviews as key components of managing the strategy process. The theoretical framework compares traditional and dynamic strategy processes and introduces the concept of combining elements from traditional and dynamic strategy processes for adapting to a rapidly changing environment while simultaneously having a well-established strategy framework including solid baseline and clear strategic vision.
Research methodology is case study based on qualitative data collected through semi-structured interviews with management stakeholders and external experts, analysed using an abductive, thematic approach. The empirical part of the research took place in October and November 2024. Key findings suggest that effective business intelligence, continuous monitoring, and agile frameworks are crucial for maintaining strategic relevance. The study also underscores the importance of leadership commitment, clear ownership, and transparent communication in executing and monitoring strategy implementation.
The results provide practical recommendations for organisations in the forestry sector to enhance their strategic agility, including establishing robust business intelligence systems, developing flexible strategy frameworks, fostering a culture of innovation, and ensuring effective communication and monitoring. The thesis concludes with suggestions for future research in developing standardised measures for dynamic capabilities, exploring context-specific strategies, and integrating interdisciplinary insights to further refine dynamic strategy processes.
The research highlights the role of dynamic strategy processes over traditional linear methods, emphasising continuous environmental scanning, agile decision-making, and regular strategy reviews as key components of managing the strategy process. The theoretical framework compares traditional and dynamic strategy processes and introduces the concept of combining elements from traditional and dynamic strategy processes for adapting to a rapidly changing environment while simultaneously having a well-established strategy framework including solid baseline and clear strategic vision.
Research methodology is case study based on qualitative data collected through semi-structured interviews with management stakeholders and external experts, analysed using an abductive, thematic approach. The empirical part of the research took place in October and November 2024. Key findings suggest that effective business intelligence, continuous monitoring, and agile frameworks are crucial for maintaining strategic relevance. The study also underscores the importance of leadership commitment, clear ownership, and transparent communication in executing and monitoring strategy implementation.
The results provide practical recommendations for organisations in the forestry sector to enhance their strategic agility, including establishing robust business intelligence systems, developing flexible strategy frameworks, fostering a culture of innovation, and ensuring effective communication and monitoring. The thesis concludes with suggestions for future research in developing standardised measures for dynamic capabilities, exploring context-specific strategies, and integrating interdisciplinary insights to further refine dynamic strategy processes.