Strategic Management

Introduction

Ministry of sound is a London club established in 1991, the club is one of the most respected and strongest in London in terms s of dance music. The club has gone under a strategic drift in 2002.

Fourth phase

A strategic drift is a gradual change occurring slyly in an organization and its hardly noticed until later stages.

At the close of the case "ministry of sound" by Richard Wittington, the club is at its 4th phase, this is due to the changes in the market in terms of culture and environment. The dance music is growing out of fashion as live performances are becoming more popular in London. In order for the club to survive, it's important for it to change its operating strategy.

The organization is not at phase one, two or three at the end of the case, this is due to the fact that there is no period of flux in this point. However, there's a period of flux mentioned in the text previously, where the new launched style magazine failed. At this point the strategy is changing absolutely to a new point, because the marketing director forced transformational change by conducting a strategic review of the business. Instead of only concentrating on the club he goes on to sell branded clothes and hi-fi products.

Strategy lenses

At the beginning of "ministry of sound's the owner James Palumbo made use of the discourse lenses. This involves making choices between different possibilities and then inspiring confidence for the choice taken. To manage his drug free environment, he had to show power by facing the drug gangs. He also had to communicate and promote nationally against the use of drugs in youth venues. The ministry of sound also led in the transformation of club culture from an underground movement associated with 'acid house' into a mainstream youth market activity.

Future lenses

Ministry of sound would best use the idea strategy which interprets strategy as a process coming from within an organization and influenced by the environment around it. This strategy allows employees to express their ideas freely. The club can use the discourse lens as this would ensure that the best choice of possibility is always chosen and implemented. It's also important to note that the other lenses are equally important and should be not be ignored. The four lenses should be used together as they compliment each other.

References

Canales, James E.; Kibble, Barbara D.; Terk, Natasha. "One Step Beyond Strategic Planning." Foundation News & Commentary, Vol.41 Issue 5 Sep/Oct. 2000.

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