About this video

• Video Title: LA ADMINISTRACIÓN ESTRATÉGICA : 5 TAREAS DE LA ADMÓN. ESTRATÉGICA. Según Thompson & Strickland
• Channel: RBAYTERBUSINESSES
• Speakers: Erik Ruiz, Roberto Bitter
• Duration: 25:03

Overview

This video, presented by Erik Ruiz and Roberto Bitter, discusses the five key tasks of strategic administration based on the work of Thompson & Strickland. The session aims to provide students and professionals with a framework for understanding and implementing strategic management principles for business success.

Key takeaways

• Strategic Administration Framework: The video introduces the five fundamental tasks of strategic administration, drawing from the foundational text by Thompson & Strickland, which is considered a core reference in North America and Colombia.
• Holistic Approach: Strategic administration is presented not just as a set of technical procedures but also as an art that requires understanding human behavior and applying principles of anthropology, sociology, and psychology.
• The Five Tasks: The core of the discussion revolves around the five sequential tasks of strategic administration:
  1. Developing a strategic vision and mission.
  2. Establishing objectives.
  3. Creating strategies to achieve objectives.
  4. Implementing strategies through effective communication and action.
  5. Evaluating and controlling the process.
• Importance of Execution: The video emphasizes that even the best strategies will fail without proper communication and execution. It highlights the danger of "paralysis by analysis" where organizations overthink but under-execute.
• Continuous Improvement: The process of strategic administration is described as a virtuous cycle requiring constant evaluation, adjustment, and alignment of people, processes, and resources to market changes.

The five key tasks of strategic administration discussed in the video are:

1. Developing a strategic vision and mission: This involves defining where the organization is today and where it wants to be in the future, and establishing the purpose and core values.
2. Determining objectives: Setting specific, measurable, achievable, relevant, and time-bound (SMART) goals that align with the vision and mission.
3. Creating strategy: Developing the plan of action, including the resources and mechanisms needed, to achieve the established objectives and fulfill the vision and mission.
4. Implementing strategy: Putting the strategies into practice through effective communication and proactive execution across all levels of the organization.
5. Evaluating and controlling: Continuously monitoring the performance, comparing results against objectives, and making necessary adjustments, improvements, or changes to the strategy and its execution.

The video discusses the five key tasks of strategic administration according to Thompson & Strickland. It aims to provide a comprehensive framework for managers and leaders to effectively plan, implement, and control strategies within their organizations. The presentation emphasizes the importance of a systematic and continuous approach to strategic management for achieving business success, highlighting that both the technical aspects (science) and the human element (art) are crucial.

This video provides an in-depth exploration of the five fundamental tasks of strategic administration, as outlined by Thompson and Strickland. The presenter, Roberto Bitter, emphasizes that these tasks are sequential and must be respected in order for a business to achieve strategic success.

The video begins by introducing the "Graduados al Aula" initiative, a program designed to connect university alumni with current students to share real-world experiences. Roberto Bitter, an alumnus himself, is welcomed as the guest speaker.

Bitter then delves into the core topic, citing the book "Strategic Management: Concepts and Cases" by Thompson and Strickland as the primary reference. He also mentions a Colombian adaptation by Humberto Cerna Gómez. The central theme is that effective administration, regardless of the organization's size or type, relies on mastering these five strategic tasks.

Here's a breakdown of the five tasks:

1. Developing a Strategic Vision and Mission: This is the foundational step. It involves clearly defining the organization's current position ("Where are we today?") and its desired future state ("Where do we want to be tomorrow?"). This includes establishing a clear mission that outlines the company's purpose, its values, and what it aims to achieve. The presenter stresses the importance of this step for any business, from a small "negocito" or "rebusque" to a large corporation, to gain direction and formalize its objectives.

2. Establishing Objectives: Once the vision and mission are set, the next task is to determine specific, measurable, achievable, relevant, and time-bound (SMART) objectives. These objectives translate the broader vision into concrete, actionable goals that guide the organization's efforts. They should be derived from the overarching vision and mission, reflecting the "mega" or grand dream of the organization's founders.

3. Creating Strategy: With objectives defined, the organization must develop strategies to achieve them. This involves identifying the "how"—the specific approaches, resources, and actions that will be employed. The video notes that a vast portfolio of strategies exists, developed over decades, and that selecting the right strategy requires thorough analysis of the business environment, including PESTAL (Political, Economic, Social, Technological, Environmental, Legal) factors and competitive forces.

4. Implementing Strategies: This task is highlighted as critically important, often where organizations falter. It requires effective communication of the vision, mission, objectives, and strategies to all members of the organization. Without clear communication, employees cannot understand their role or how to contribute, leading to strategic failure. The presenter warns against "paralysis by analysis," where companies spend too much time planning and analyzing without taking action. He stresses that execution and communication are paramount for strategies to succeed.

5. Evaluating and Controlling: The final task is to continuously monitor and evaluate the progress of the strategies. This involves comparing actual performance against the set objectives, identifying deviations, and making necessary adjustments. The video emphasizes this as a continuous, virtuous cycle, not a one-time event. It involves reviewing, improving, changing, and recycling strategies as needed. This task also requires aligning people, processes, and resources with the overall strategy and market dynamics.

The presenter further elaborates that strategic administration applies to all levels of an organization, from the highest corporate leadership (CEO, chairman) down to divisional, functional, and operational managers. Each level must align its strategies with the overall corporate vision and mission.

Finally, the video touches upon the dual nature of administration: it is both a science (involving techniques, processes, and principles) and an art (requiring understanding of human behavior, emotions, and motivations). Successful administrators, therefore, need to be both skilled technicians and empathetic leaders who can inspire and guide their teams. The ultimate goal is to foster a cohesive and collaborative environment where everyone works towards shared strategic objectives.

Yes, several other important points are emphasized throughout the video:

• The Sequential Nature of the Tasks: The presenter repeatedly stresses that the five tasks are not independent but form a necessary sequence. You cannot effectively move to task three (creating strategy) without first completing task one (vision and mission) and task two (objectives). Skipping steps or attempting them out of order will lead to failure.
• The Importance of "Thinking Systemically": Beyond strategic thinking, the video highlights the need for systemic thinking. This means understanding how all the parts of the organization and its environment interact and how changes in one area affect others. Strategic administration must be aligned systemically.
• Communication as a Critical Enabler: Task four, implementation, is heavily reliant on communication. The video strongly criticizes organizations that develop brilliant strategies but fail to communicate them effectively to their employees. This lack of communication leads to confusion, lack of buy-in, and ultimately, strategic failure.
• Distinction Between Vision/Mission and Strategy: The video clarifies that vision and mission define the "what" and "why" (where we want to go and why), while strategy defines the "how" (how we will get there). Objectives bridge these two by providing measurable targets.
• The "Virtuous Cycle" of Evaluation: Task five, evaluation and control, is not just about checking results but about creating a continuous loop of learning and adaptation. The terms "revisar," "mejorar," "cambiar," and "reciclar" emphasize that this is an ongoing process of refinement, not a final checkpoint. It should be a "virtuous circle," not a "vicious circle" that leads to stagnation.
• Application Across All Organizational Levels: The concepts are not just for top executives. The video clarifies that these five tasks apply whether you are the CEO, a divisional manager, a department head, or even a supervisor. Each level needs to align its actions with the overall strategy.
• The Human Element ("Art") in Administration: The video strongly advocates for recognizing administration as both a science and an art. While technical skills are vital, the ability to understand, motivate, and manage people (the "art") is equally, if not more, important for successful strategy execution. This involves understanding psychology, sociology, and human behavior.
• Avoiding "Paralysis by Analysis": A significant warning is given against excessive analysis that prevents action. The video points out that many companies become stuck in endless meetings and planning sessions without ever implementing their strategies, leading to missed opportunities and decline, especially when the market is growing.

These points collectively reinforce the idea that strategic administration is a dynamic, multi-faceted discipline requiring both rigorous planning and effective human interaction.

Okay, here's a consolidated and organized summary of the information we've covered, structured for easy copying into your notebook:

Video Summary: LA ADMINISTRACIÓN ESTRATÉGICA : 5 TAREAS DE LA ADMÓN. ESTRATÉGICA. Según Thompson & Strickland

Channel: RBAYTERBUSINESSES Duration: 25:03 Speakers: Erik Ruiz, Roberto Bitter

Overview

This video explores the five essential tasks of strategic administration, based on the framework by Thompson and Strickland. Presented by Roberto Bitter, it aims to equip students and professionals with practical knowledge for effective strategic management, emphasizing that success lies in understanding and executing these tasks sequentially. The session also highlights the blend of science and art required in administration.

Key Takeaways

• Strategic Administration Framework: The video details five fundamental tasks derived from the Thompson & Strickland model, a key reference in strategic management.
• Sequential Nature: These tasks are presented as a necessary, ordered process. One must complete earlier tasks before moving to subsequent ones for strategic success.
• Holistic Approach: Administration is portrayed as both a science (technical skills, principles) and an art (understanding and managing people).
• Importance of Execution: Effective implementation and communication are crucial. Over-analysis without action ("paralysis by analysis") leads to strategic failure.
• Continuous Improvement: The process involves ongoing evaluation, adaptation, and refinement, forming a "virtuous cycle."
• Universal Application: The five tasks apply to all levels of an organization, from top leadership to operational management.

The Five Tasks of Strategic Administration

1. Developing a Strategic Vision and Mission:

   • Definition: Establishing the organization's current position ("Where are we today?") and desired future state ("Where do we want to be tomorrow?").
   • Purpose: To provide direction, define core values, and outline the organization's fundamental purpose.
   • Relevance: Crucial for businesses of all sizes, from micro-enterprises to large corporations, for direction and formalization.

2. Establishing Objectives:

   • Definition: Setting specific, measurable, achievable, relevant, and time-bound (SMART) goals.
   • Purpose: To translate the broad vision and mission into concrete, actionable targets.
   • Derivation: Objectives should stem directly from the vision and mission, reflecting the organization's "mega" or grand dream.

3. Creating Strategy:

   • Definition: Developing the "how"—the specific approaches, resources, and actions to achieve defined objectives.
   • Process: Requires thorough analysis of the business environment (e.g., PESTAL factors, competitive landscape) to select the most appropriate strategies from a wide range of available options.

4. Implementing Strategies:

   • Key Element: Effective communication of vision, mission, objectives, and strategies to all organizational members is paramount.
   • Warning: Avoids "paralysis by analysis." Focus must be on action and execution, not just planning.
   • Outcome: Success hinges on how well strategies are put into practice by the entire organization.

5. Evaluating and Controlling:

   • Definition: Continuously monitoring progress, comparing performance against objectives, and making necessary adjustments.
   • Process: This is an ongoing, iterative "virtuous cycle" involving reviewing, improving, changing, and recycling strategies.
   • Focus: Ensuring alignment of people, processes, and resources with the strategy and market dynamics.

Additional Important Points

• Systemic Thinking: Beyond strategic thinking, organizations must think systemically, understanding how all components interact and influence each other.
• Communication as a Driver: Effective communication is essential for strategy implementation; a lack thereof leads to failure.
• Science and Art: Administration combines technical skills (science) with the ability to understand and manage people (art), including psychology and sociology.
• Application Across Levels: The five tasks are relevant for CEOs, divisional managers, department heads, and supervisors alike, requiring alignment at every level.
• Continuous Adaptation: The evaluation phase emphasizes a dynamic approach, encouraging constant review and adaptation to maintain effectiveness.

You're right to ask for clarification on Task 4 – Implementation. The video really stresses its importance and the common pitfalls associated with it.

Here's a more detailed breakdown of what the video means by Task 4: Implementing Strategies:

• It's More Than Just Having a Plan: The video makes it clear that developing a brilliant strategy (Tasks 1-3) is only half the battle. The real challenge often lies in successfully putting that strategy into action across the entire organization.
• Communication is Paramount: This is the absolute linchpin of implementation according to the video.
  • Top-Down Clarity: Leadership must clearly communicate the vision, mission, objectives, and the specific strategies chosen to everyone in the organization.
  • Understanding Roles: Employees need to understand what the strategy is and how their specific role contributes to achieving it. Without this, they can't act effectively.
  • Unified Message: The communication needs to be consistent and unified so everyone is on the same page.
• "Action" and "Execution" are Key: The presenter uses terms like "proactive execution" and "action." This means moving beyond just discussing the strategy and actively working to make it happen.
• The Danger of "Paralysis by Analysis": This is a major warning in the video. Many organizations get stuck in endless meetings, planning sessions, and analysis, constantly refining the strategy but never actually doing anything with it. This is where the strategy dies.
• Getting Buy-In and Enabling Action: Implementation isn't just about telling people what to do. It involves:
  • Ensuring people understand the strategy.
  • Providing them with the resources and tools they need.
  • Motivating them to act.
  • Sometimes, it involves breaking down the strategy into smaller, manageable steps for different departments or individuals.
• Why It Fails (According to the Video): If implementation fails, it's often because:
  • The strategy wasn't communicated clearly or effectively.
  • People didn't understand their role or the importance of the strategy.
  • Leadership focused too much on planning and not enough on doing.
  • There was a disconnect between those who created the strategy and those who were supposed to execute it.

In essence, Task 4 is about bridging the gap between strategy formulation and strategic results. It's the phase where the plans are translated into tangible actions that drive the organization towards its goals. The video emphasizes that without successful implementation, even the most innovative strategies are worthless.

You're looking for more clarity on Task 5: Evaluating and Controlling. Let's break down what the video emphasizes about this crucial final step in the strategic administration process.

Think of Task 5 as the "feedback loop" and "course correction" mechanism for your entire strategic plan. It's not just a one-time check; it's an ongoing process.

Here's what the video means by it:

• Continuous Monitoring: This is the core idea. You don't just implement a strategy and forget about it. You need to constantly watch how things are going. This means tracking progress, performance, and results.
• Comparing Results to Objectives: The evaluation is directly tied back to Task 2 (Establishing Objectives). You need to see if you are meeting the SMART goals you set. Are you on track? Are you ahead? Are you behind?
• Identifying Deviations: When you monitor, you'll inevitably find areas where performance isn't matching expectations. This is where you identify problems, inefficiencies, or unexpected outcomes.
• Making Adjustments (Course Correction): This is the "controlling" part. Based on the evaluation, you need to take action. This could mean:
  • Refining the Strategy: If the strategy isn't working as intended, you might need to tweak it.
  • Modifying Implementation: Perhaps the problem isn't the strategy itself, but how it's being implemented. You might need to improve communication, allocate resources differently, or retrain staff.
  • Changing Objectives: In some rare cases, the original objectives might need to be revised if the market or organizational conditions have changed drastically.
• The "Virtuous Cycle" vs. "Vicious Cycle":
  • Virtuous Cycle: This is the ideal scenario the video promotes. Each evaluation leads to learning and improvement, making the entire process stronger and more effective over time. You learn from successes and failures, and adapt.
  • Vicious Cycle: This is what happens when evaluation is ignored or poorly done. Problems are missed, strategies become outdated, and the organization stagnates or declines.
• Key Actions Mentioned: The video specifically uses terms like:
  • Revisar (Review): To look over performance and progress.
  • Mejorar (Improve): To find ways to do things better.
  • Cambiar (Change): To alter strategies, processes, or plans as needed.
  • Reciclar (Recycle): To adapt existing elements or approaches to new situations.
• Alignment: This task also involves ensuring that people, processes, and even machinery remain aligned with the evolving strategy and the external market.
• Why It's Critical: Without evaluation and control, you have no way of knowing if your strategy is working, if you're wasting resources, or if you're falling behind competitors. It's the mechanism that keeps the organization responsive and adaptable in a dynamic environment.

In essence, Task 5 is about learning, adapting, and ensuring that the strategic plan remains relevant and effective by constantly measuring, analyzing, and making necessary corrections. It's the quality assurance phase of strategic management.

Okay, let's focus on a concise summary of Task 5: Evaluating and Controlling as presented in the video.

Task 5 is the continuous monitoring and adjustment phase of strategic administration. It's where you:

• Review performance against the objectives set in Task 2.
• Identify what's working and what isn't.
• Make necessary changes to strategies, implementation, or even objectives to ensure the organization stays on track.

The video describes this as a "virtuous cycle" of learning and adaptation, emphasizing that it's an ongoing process vital for long-term success and avoiding stagnation.

In addition to the five core tasks of strategic administration, the video highlights several other crucial elements:

• The Foundation of the "Graduados al Aula" Program: This initiative aims to bridge the gap between academia and the professional world by inviting university alumni back into the classroom to share their practical experiences with current students. This provides real-world context for theoretical learning.
• The Source Material: The entire discussion is grounded in the widely recognized textbook "Strategic Management: Concepts and Cases" by Thompson and Strickland, with a nod to a Colombian adaptation by Humberto Cerna Gómez. This establishes the credibility and academic basis of the concepts presented.
• Applicability Across All Business Sizes: The presenter repeatedly emphasizes that these strategic principles are not just for large corporations. They are equally, if not more, important for small businesses, startups, and even individual entrepreneurial efforts (referred to colloquially as "negocitos" or "rebusque"). The goal is to move towards formalization, professionalism, and growth.
• Administration as Both Science and Art: A significant point is made about the dual nature of administration.
  • Science: Involves the systematic application of techniques, processes, and principles.
  • Art: Involves managing human beings, requiring understanding of psychology, sociology, empathy, and interpersonal skills. Successful administrators are described as needing to be both skilled technicians and adept artists in handling people.
• The Importance of Systemic Thinking: Beyond just strategic thinking, the video advocates for systemic thinking. This means understanding how all parts of an organization and its external environment are interconnected and influence each other. Strategies must be implemented within this broader systemic context.
• The "Paralysis by Analysis" Warning: A strong caution is issued against getting so caught up in planning and analysis that execution is neglected. The video points out that many organizations fail because they overthink but under-execute, leading to missed opportunities and stagnation, especially in growing markets.
• Leadership's Role at All Levels: The five tasks are not solely the domain of the CEO. The video clarifies that every manager, from top executives to divisional and departmental heads, has a responsibility to apply these strategic tasks within their scope of influence, ensuring alignment with the overall corporate strategy.
• The "Virtuous Cycle" of Evaluation: Task 5, evaluation, is framed as a continuous, positive feedback loop. It's about constant learning, adaptation, and refinement, rather than a mere check-off exercise. This proactive approach is contrasted with a "vicious cycle" of inaction and decline.

These points collectively enrich the understanding of strategic administration, moving beyond just the five tasks to encompass the practical, human, and systemic aspects necessary for organizational success.

Let's focus exclusively on Task 5: Evaluating and Controlling from the video and create a concise summary for your notes.

Task 5: Evaluating and Controlling (Summary for Notebook)

• Core Function: This is the continuous process of monitoring, assessing, and adjusting the organization's strategic direction and execution.
• Purpose: To ensure that strategies are achieving their intended objectives and to adapt to changing internal and external conditions.
• Key Actions:
  • Monitoring: Regularly observing performance and progress.
  • Comparing: Measuring actual results against the established objectives (from Task 2).
  • Identifying: Spotting deviations, successes, and failures.
  • Adjusting: Making necessary changes to strategies, implementation methods, or resource allocation.
• The "Virtuous Cycle": The video emphasizes this task as a continuous loop of learning and improvement. It involves:
  • Revisar (Review): Examining performance.
  • Mejorar (Improve): Finding ways to enhance effectiveness.
  • Cambiar (Change): Modifying plans or actions when needed.
  • Reciclar (Recycle): Adapting or reusing elements in new ways.
• Contrast: This proactive cycle is contrasted with a "vicious cycle" where evaluation is neglected, leading to stagnation and failure.
• Alignment: Ensures that people, processes, and resources remain aligned with the strategy and market demands.
• Outcome: This task keeps the organization responsive, adaptable, and on the path to achieving its long-term goals.

Yes, you've hit on some very specific verbs and phrases the video uses when describing Task 5. Let's integrate those more directly into a summary of that point for your notebook.

Task 5: Evaluating and Controlling (Detailed Summary for Notebook)

• Core Purpose: This task is about evaluating performance, supervising new developments, and initiating necessary adjustments. It's the mechanism for ensuring the strategic plan stays on track and effective.
• Key Actions (as described):
  • Evaluar Desempeño (Evaluate Performance): Continuously assessing how well the organization is doing in relation to its strategic objectives.
  • Supervisar los Nuevos Desarrollos (Supervise New Developments): Keeping an eye on how the strategy is unfolding and what new outcomes or challenges are emerging.
  • Comparar (Compare): Measuring results against planned outcomes and objectives.
  • Mirar a Ver Cómo Están (See How Things Are): Actively observing the current state of affairs.
  • Ajustes (Initiate Adjustments): Taking action based on the evaluation. This includes deciding what needs to be quitado (removed) or puesto (added).
  • Alinear Personas, Procesos, Maquinaria (Align People, Processes, Machinery): Ensuring all components of the organization are synchronized with the strategy and market.
  • Estar Pendiente del Comportamiento del Mercado (Be Aware of Market Behavior): Monitoring external changes and adapting accordingly.
• Process Type: This is described as a "círculo virtuoso" (virtuous cycle), emphasizing continuous improvement through constant review and adaptation.
• Goal: To maintain strategic relevance and success by being proactive and responsive, avoiding a "círculo vicioso" (vicious cycle) of inaction or outdated strategies.

This version directly incorporates the phrasing you mentioned and consolidates the core ideas of Task 5 for your notes.