Strategic decision

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Strategic decision are associated with strategic management at highest level in organizations. Companies adjust to the changing situation by developing and implementing more or less complex projects. It is very important that those initiatives are reasonable and based on the overall strategy of the company. Therefore, one of the most important steps in strategic decision is the correct diagnosis of the situation in broad strategic dimension.

Strategic decisions are the key component for competitiveness of company - both present and in future – as well as its development.[1] Through such decisions long-term strategic objectives are implemented, which are directly intended for increasing stakeholders value. Depending on the sector in which company operates, strategic decisions my involve: creation of subsidiaries abroad, sale of license for companies operating on international market, implementation of the new IT system. When deciding, company's board should be guided by an earlier experience and analysis of the changing environment, because such decisions have long-term effects, involve a large amount of resources, and what is very important – are associated with a lot of risk.[2] The decision requires therefore multiple relevant information. There are two types of such information:

  • prospective - used at the strategic level, containing mostly data regarding future
  • retrospective - relating to the past and applicable mostly to the operational activities.

Areas of strategic decisions

The areas covered by the strategic decisions include:[3]

  • competitiveness - need to acquire, maintain and strengthen and entrench all types of competitive behavior, which should be adopted,
  • development - the structure of production and the market diversification, product innovation, conquering new geographic markets,
  • organizational and management structure change,
  • creation of essential ingredients of environment.


Manager may encounter difficulties in decision-making at every level. Barriers can be:

  • restricted resources,
  • bureaucracy,
  • lack of competent decision-makers,
  • inappropriate organizational structure,
  • the occurrence of conflicts.

See also:



  1. Pierścionek Z., Zarządzanie strategiczne w przedsiębiorstwie, Wydawnictwo Naukowe PWN, Warszawa 2011, s.9
  2. Schroeder J., Badania marketingowe rynków zagranicznych, AE w Poznaniu, Poznań 1997, s.24
  3. Pierścionek Z., Zarządzanie strategiczne w przedsiębiorstwie, Wydawnictwo Naukowe PWN, Warszawa 2011, s.9