last discussion response

Introduction

Strategy development is plays a very important role. It goes further than just making a plan and executing it. Strategy development requires intentional thinking about the problem, making sure there is a disciplined processes. You need to have sound decision making models while also having a moral grounding. The quality of strategic decisions influences not only organizational performance. Its how leaders utilize their resources, respond to uncertainty and care for people.

Process: Business Strategy Development

Developing a business strategy is not a one time thing. It is an ongoing process that needs to be revisited as things change. Gamble et al. (2024) describe strategy as the actions leaders take to stay ahead of competitors and improve performance. To help guide this, they outline a five step process that includes setting direction, setting goals, building the strategy. Followed by putting it into action and then reviewing results to make changes when needed. Having a process like this reinforces the idea that strategy should change as the environment changes.

A big part of this process is the business model, which explains how the organization creates value for customers while still making money. Gamble et al. (2024) point out that the value offered to customers and the way the company earns profits need to work together. Leaders have to balance what is happening outside the organization, like competition and industry trends, with what is happening inside, such as skills, resources and capabilities.

Strategy really comes to life during execution. This is where decisions about people, budgets, incentives and culture matter most. Even strong strategies need to be reviewed over time. Gamble et al. (2024) note that what actually happens is often a mix of planned actions and unexpected changes. Research by Covin et al. (2025) supports this idea by showing that learning from past decisions does not always lead to better results. Whether learning helps depends on how decisions are made and what kind of environment the organization is in. This shows why leaders need to regularly step back, review their strategy and be willing to adjust when things are not working as expected.

Strategic Thinking: Key Decisions

Strategic thinking is about making a set of connected decisions that guide where the organization is headed over time. Leaders have to decide who they are serving, how they will compete and where limited time and money should be spent. Gamble et al. (2024) point out that these decisions need to work together across the organization. When they don’t, the strategy loses focus and becomes less effective.

One decision that often gets overlooked is how decisions are made in the first place. Leaders need to decide whether major choices are made by a small group at the top or shared with others across the organization. Research by Sinnaiah et al. (2023) shows that decision style affects how well strategy turns into real results. Covin et al. (2025) also find that learning from past decisions only leads to growth in certain situations, depending on how decisions are made and how stable the environment is.

These choices matter because strategy is really about deciding what not to do. Organizations cannot chase every opportunity and the decisions made today often limit future options. Gamble et al. (2024) explain that a good strategy should fit the organization’s situation, help it stay competitive over time and lead to better results. Because of this, leaders need to step back, look at the big picture, think ahead and stay focused instead of jumping at every new idea.

Decision Model

My decision making approach is best described as a hybrid model. One that blends structured analysis with flexibility. I typically start by clearly defining the problem and gathering relevant information. After that I try to evaluate options using a few thing. For example making sure it has strategic alignment, risk, cost and its expected return. Doing this helps provide a rational foundation for decision making and helps reduce bias.

Because strategic decisions are often made when the future is unclear, I also use scenario planning and simple decision tools. Tools like SWOT analysis, decision trees and the Eisenhower Matrix help me sort priorities and keep decisions from becoming more complicated than they need to be (Krogerus & Tschäppeler, 2017). Rumelt’s (2011) idea that strategy is really a “best guess” about what will work fits well with this approach. It encourages testing ideas instead of assuming there is one certain answer.

Recent research reinforces the value of flexibility. Covin et al. (2025) show that confidence in learning from past decisions does not guarantee success unless decision making style fits the context. Sinnaiah et al. (2023) similarly demonstrate that rational and intuitive decision styles each have value depending on the situation. One challenge with my model is the potential for analysis paralysis, which I address by setting time limits and minimum data thresholds, consistent with Gamble et al.’s (2024) emphasis on ongoing evaluation.

Biblical Integration

Scripture gives helpful guidance for how strategy should look in everyday work. As Keller (2012) explains, work is an important part of God’s design and gives people purpose and value. When strategy is viewed this way, it cannot be focused on profit alone. It should also show care for others, responsibility and good stewardship.

The Bible also encourages leaders to plan carefully and take responsibility for their choices. In Luke 14:28 (NIV), Jesus talks about counting the cost before starting something, which connects well to planning and thinking through risks before making big decisions. Genesis 2:15 (NIV) reminds us that people were given the job to work and take care of what God created, showing the importance of using resources wisely. Proverbs 16:3 (NIV) adds that while people make plans, they should trust God with the outcome.

When these ideas are part of strategy leaders are more likely to focus on long term success, make ethical choices and treat people well. Grounded in Scripture strategy becomes a way to lead faithfully, not just a way to get ahead.

Conclusion

Effective strategy development involves more than simply applying technical frameworks. It requires disciplined processes, thoughtful decision making, adaptable approaches and a strong moral foundation. By using Gamble et al.’s strategic framework, drawing on recent research around decision making and learning and grounding those choices in biblical principles, leaders can develop strategies that are not only effective but also faithful and responsible.

Annotated Bibliography

Covin, J. G., Lisanti, A., Latorre, G., Brownell, K. M., & Kreiser, P. M. (2025). Strategic learning self efficacy, strategic decision making style and environment as determinants of firm growth. Journal of Innovation & Knowledge, 10(1), Article 100657 https://doi.org/10.1016/j.jik.2025.100657Links to an external site.

Summary of Key Points Covin et al. (2025) study how learning from past decisions connects to company growth, with attention to how decisions are made and the type of environment the company is in. Strategic learning self-efficacy simply means how confident managers feel about learning from past decisions and using those lessons later. The authors use survey and performance data from 101 manufacturing firms to see if this confidence leads to higher sales growth. Their findings show that learning confidence alone does not automatically improve results. Instead, it depends on context. Learning is more helpful when decision making style fits the situation, such as whether decisions are made by one leader or shared across the team and whether the business environment is stable or changing. Overall the study shows that learning only works when it matches how decisions are made and the conditions the company faces.

Evaluation of the Quality of the Publication This article is clear and easy to follow. The authors explain their ideas in a way that makes sense without using complicated language. The research approach is well organized and the results are explained in a way that feels logical and reasonable. The study connects well to real business situations. Which makes it useful for understanding how strategy decisions affect performance.

Evaluation of the Quality of the Author(s) The authors show strong knowledge of strategy, decision making and business growth. Their background in these areas helps support the credibility of the study. The way they explain their ideas shows experience with both research and real world strategy issues.

Where this fits into the discussion This source supports the Process and Decision Model sections of the discussion. It shows that learning and evaluation do not always lead to better results unless decision making style and environment are taken into account. This reinforces the idea that strategy needs to be flexible and matched to the situation.

Sinnaiah T, Adam S, Mahadi B (2023), "A strategic management process: the role of decision making style and organisational performance". Journal of Work Applied Management, Vol. 15 No. 1 pp. 37–50, doi: https://doi.org/10.1108/JWAM 10 2022 0074Links to an external site.

Summary of Key Points

Sinnaiah et al. (2023) focus on how different decision making styles affect how well strategy actually works in organizations. The main point of the article is that having a strategy or plan is not enough on its own. What really matters is how decisions are made and whether that approach fits the organization’s situation. The authors compare rational decision making styles with more intuitive ones and look at how each affects performance. Their findings show that neither approach is always better. Instead, decision making works best when it matches the organization’s environment and strategic needs. The article also stresses that leaders need to be flexible. Especially when operating in complex or uncertain situations rather than relying on a single decision style all the time.

Evaluation of the Quality of the Publication

This article is easy to follow and clearly focused on real world strategy issues. The authors explain their ideas in a practical way without making the research feel overly complicated. The study is built on established strategy concepts and the structure of the article makes it clear how the authors connect decision making style to performance. Overall, the research feels thoughtful, well supported and useful for understanding how strategy decisions play out in organizations.

Evaluation of the Quality of the Author(s)

In this the authors show a strong understanding of strategic management and decision making. Their discussion reflects both classic strategy ideas and more current thinking. Which helps connect theory to practice. The way they explain their arguments makes the article feel grounded and realistic rather than purely theoretical.

Where this fits into the discussion

This source fits well with the Strategic Thinking and Decision Model sections of the discussion. It reinforces the idea that strategy outcomes depend not just on what decisions are made, but on how those decisions are made. The article supports the argument that leaders need to intentionally choose decision processes that match their organization’s environment instead of relying on a one size fits all approach

References

Covin, J. G., Lisanti, A., Latorre, G., Brownell, K. M., & Kreiser, P. M. (2025). Strategic learning self efficacy, strategic decision making style and environment as determinants of firm growth. Journal of Innovation & Knowledge, 10(1), Article 100657 https://doi.org/10.1016/j.jik.2025.100657Links to an external site.

Gamble, J., Peteraf, M., & Thompson, A. (2024). Essentials of strategic management (8th ed.). McGraw Hill Course Content Delivery. ISBN: 9781266496028.

Keller, T. (2012). Every good endeavor: Connecting your work to God's work. Riverhead Books. ISBN: 9781594632822.

Krogerus, M., & Tschäppeler, R. (2017). The decision book: 50 models for strategic thinking (Rev. ed.). W.W. Norton & Co. ISBN: 9780393652376.

Rumelt, R. (2011). Good strategy/bad strategy: The difference and why it matters. Crown Business. ISBN: 9780307886231.

Sinnaiah T, Adam S, Mahadi B (2023), "A strategic management process: the role of decision making style and organisational performance". Journal of Work Applied Management, Vol. 15 No. 1 pp. 37–50, doi: https://doi.org/10.1108/JWAM 10 2022 0074Links to an external site.