Abstract
Considering the dynamics of the fast-changing and often unpredictable global environment, a formal, reliable, and comprehensive framework for analyzing a business’ strategic posture may be useful. This paper examines an assessment tool, Igor Ansoff’s seminal contributions to strategic diagnosis. That tool focuses primarily on identifying and enhancing a firm’s strategic financial performance potential through analysis of an industrial sector environmental turbulence level relative to the firm’s aggressiveness and capability responsiveness. A small business survey conducted in the Henan Province of China after the COVID-19 lock-down analyzes the future strategic financial performance potential of the province’s small businesses as well as the interactions among the businesses’ external environmental turbulence level, aggressiveness, and capability responsiveness.
Highlights
This paper is based on a computer research model based on the seminal work of Igor Ansoff
Its main innovation is represented by the fact it extends beyond the traditional steps method in the strategic decisionmaking process
Even though that is considered critical for determining the future course and optimal strategy of a firm, Ansoff adds that the traditional steps method fails to examine the interrelationship of all the strategic decision-making variables, what he refers as the “firm’s strategic posture”
Summary
Even though that is considered critical for determining the future course and optimal strategy of a firm, Ansoff adds that the traditional steps method fails to examine the interrelationship of all the strategic decision-making variables, what he refers as the “firm’s strategic posture”. In 1987, Igor Ansoff developed an interactive computer program for strategic management analysis. The program, ANSPLAN-A, was intended to serve as an internal consulting tool and would include input from line managers who were responsible for strategy implementation [3]. This tool is both a descriptive as well as a prescriptive. Thwaites and Glaister assert that, “to succeed in an industry an organization must select a mode of strategic behavior which matches the levels of environmental turbulence and develop a resource capability which complements the chosen mode” [11]
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