Introduction
The organization’s strategic management sets the direction for the development of the enterprise and defines specific change tasks. It always implies a long-term goal of the company’s growth through the implementation of strategies – connecting lines between tasks and ways to achieve them. Kotter & Whitehead Buy-In discusses attacking and defending ideas (2010). The relationship between strategic management may not be so apparent at first glance, but it lies in several planes of the interaction of these aspects, which will be considered in this paper.
Discussion
Firstly, a new idea is always the beginning of any changes in an enterprise’s business processes. In a conservative community, such proposals are immediately met with skepticism, and many questions are presented as a reason to leave everything as it is (Kotter & Whitehead, 2010). However, the flexibility, mobility, and dynamism of the company are only possible with changes, while these qualities are critical success factors in the modern world. Attacks on ideas can also occur in the organization’s more open-minded leadership and can be attributed to earlier failures, financial demands, or the wrong moment. However, the best ideas in business rarely look great from the start, so standing up for change is a must-have skill to drive change across the enterprise as part of strategic management.
Secondly, it is not specific attacks that can hinder implementation but certain types of personalities with whom, for example, one has to put up with one’s duty. It is covered in the first part of the book, and the connection to strategic management is also evident in the tactics of communication skills, risk reduction, and conflict management (Kotter & Whitehead, 2010).
Conclusion
Management must not only defend their ideas by stimulating discussion but also be able to manage the strategy in given conditions, where the input data are, among other things, the characteristics of employees. In other words, a person must use different tactics to present their views and suggestions and prepare for various questions that will focus either on the fear or confusion of the author of the idea.
Reference
Kotter, J. P., & Whitehead, L. A. (2010). Buy-in: Saving your good idea from getting shot down. Harvard Business Press.