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The concept of strategy is vital to organizational success.
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The concept of strategy is vital to organizational success.
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The concept of strategy is vital to organizational success.
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Listen to strategy Concepts by Mike Ihezuo Leadership Podcast MP3 song. strategy Concepts song from Mike Ihezuo Leadership Podcast is available on Audio.com. The duration of song is 14:43. This high-quality MP3 track has 64 kbps bitrate and was uploaded on 13 Sep 2024. Stream and download strategy Concepts by Mike Ihezuo Leadership Podcast for free on Audio.com – your ultimate destination for MP3 music.
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seje yan, it is war's organization due to act of war for Egypt, and there is a war. Tragedy is taking from the word tragedy, and tragedy, my friend, implies war. This next word is a war song, but it is a war of breath, it is a war of act of loving. Are you getting me? What is it like to have letter of war? Sometimes, when I'm watching the ball, I saw terrible war going on. Few elbows come there, fighting for a round ledger thing. And you see enemy, they put, you see permission, they put. Why? Whoever that's for, send your daughter on party. I get it. So many things go on in changing the order of things. Many things go on in getting the order of things. Many things go on in getting the order of things. Because life is like survival of the fittest. The winner takes all, and the loser lives. So, in business wars, it is unfortunate we did not have that in Nigeria. In the form of learning, business takes place, competition goes on. There used to be a time, there is a company called Designer. A company come up and call itself Oracle, and close their path. There used to be a time a company called itself Swastika. A company came up and call itself Express, and close their path. There used to be a time for a company called Amico. They work for a company called Amico, and close their path. There used to be a company called Notshare. Everybody was using Notshare. Who doesn't use Notshare in business wars? Today, if people see you in Notshare, they look at you as somebody who is good. There used to be a time, not a car, but a car. Today, if people see you in Notshare, they look at you as somebody who is good. And there is a task between you. Why? Competition. Somebody enters into a game and says, what will be the design of the car? People will like the car more than the company. And it will begin to shape the body of the car. It will begin to shape the body of the car. And people like this. More than what people are buying is not the only way to shape the car. And I hear people telling me that. More than what people are buying is not the only way to shape the car. Because the go-go engine, go-go 240, is stronger and more ingenious. But if you can't go-go 240 or 240i, people will look at you as a good player. I agree with you. But do you see that the design of the car is stronger than the engine? So do you see how that is? If somebody comes up with a package, how can we take over the market? How can we tell if it is good or not? So do you see what I mean to say? We will do it this way. We will do it this way. You see people are living by what they see. So we are going to make the car come like this. You know, we are going to make the life new to them. Some white people, they like big life. They don't mind big life. They are not interested in big life. And if they come up with that life, and they can't live it, then they get the opportunity. Have you wondered what are these white problem organizations are doing today, where white authors are not? It is not sometimes, constantly. Constantly. Most of the time, it is the strategy to activate the opponent. Don't worry. Oh! So we must have them looking at processes that organization will take. Processes means something that is continuous. In fact, the trending process is not like a trend line. It is something unique. We call it a random process. We say that it begins with planning. It begins with defining the organization. And defining an organization can take a year. It can take an hour. It can take a minute. It depends so much on how serious we are in defining what are we doing. Why are we here? What is our mission? What business are we into? What are we here for? You define your mission. Mission is your reason for existing. Your reason for existing. Your reason for living. You define it. And that is the mission of your mission. You really do what you do daily. It is what you do daily. It is what you do daily. A food company cannot say, I am a food company. It is lunar romance. But why food is supposed to be your definition of what you do? The food can be worse. But why is it more important than worse? Why is it more important than worse? Before you enter, we are selling Coca-Cola and refreshments. Add Coca-Cola to what we sell. We sell food. We don't sell drink. We sell refreshments. They don't call it food. If you pick up their bottle outside and say what do you sell? They say image. Text. They don't tell you the text is fine. In other words, that is their definition of what strife is. That is the definition of what they call their strife. That is their definition of what they call their hope. So every organization should be able to say, what are we doing with the market? Every business has a market place. And every business is contesting for a place, a position in the market place. Either you need a market leader, or a market follower, or a market challenger, or a market niche. Four people live in the market place. One is the market leader, who is better than his work partner. Who is better than his work partner, if they resist his work partner. That is the market leader. The market challenger is the one that challenges the leader. Are you getting it? The market follower is the other person who is also in that situation. But it's working on our behalf. While the market niche is the one that says, I don't want you to tell me what to do. Let it be on my own. Are you getting it? Now, let me use fashion words. When it comes to fashion words, there is Gucci. You have heard of Gucci? You have heard of Zara? You have heard of Zara? I have always said I'm not going to tell you the name of the brand. This guy, Al Gideon. That is the captain of G&G. Now, let's just say that he is a fashion leader in fashion words. Are you aware? Now, there are other ones that are coming close. Let's say St. Mike's, St. Lawrence. You know there is a chef called St. Lawrence. There is Marloni. You know it is Marloni. Now, these ones are challenging. They are challenging the Zara of this world. Challenging the Gabbana and the Gucci of this world. Now, there are those that are following. Let's say the ocean. Are you getting it? Let's say the one in my street. Who are also doing the same fashion. But, there are those who say I don't want to follow in this competition. Now, you know how they say they don't want to follow in this competition. They are covered in news. I want to be showing only bra. I want to be showing only socks. I want to be showing only tie. I don't want to be in this business. I can't challenge that. I can't challenge the Gabbana. I can't challenge Gucci. So, let me be showing shorts. So, they are covered up in news. What are they doing? They are into fashion. That is the definition of what all of them are in. They are providing apparel. They are simplifying things. So, every organization must find their people. And it takes time also to find the people. It is not what you just open eyes them and decide to do business. No. I consult one of the biggest e-commerce companies in this country. In this country. One guy was talking to someone and said that your job here is not to provide food though. It is really your job to provide food. If I hear wrong things. How do you do your job? You define your job from many angles. Somebody can come here not because of food. And he gets to be bystanders. So, it has nothing to do with your job. And he gets surprised. And now, this is what they call subsidy game. The man dies. I tell you that if somebody comes to buy food here. And on the way coming to your place. The person saw somebody selling satyoka. You know what I mean? And they are buying that satyoka. Will you in your own life know that that woman is your competitor? I don't know what satyoka is. The one that was coming to you laughing. That modern looking woman. And the person has got the good satisfaction in himself. That means she has a competitor. He does not even know. Any person that takes what is coming to you. And that person. And the person who collects it. He gets satisfied that he has already competed with you. So, don't look at your competitors as another business. In that way, it is also healthy to know your business. That your business is not providing that way you are looking at. If you look from the holistic aspect of what people. Who will ever think of me? If you can ever think of whoever that will ever look at me. What does he want? Tell your demand your demand. So, when we define our business. We formulate strategy. When we formulate strategy. We implement strategy. When we implement strategy. Using the vehicle to implement it. We now do what we call strategy impact. Which involves strategy formulation. Which involves monitoring what we are doing. Controlling what we are doing. And then learning from it. And then making adjustments to the visible plan. That is what we say. I will give you the comprehensiveness of doing all that. Remember, strategy also can be hierarchical. Hierarchical. Strategy can be the management strategy. It can also be business unit. It can also be corporate level. Just like branding can be the government term. Decision term. Business unit. And also corporate. You add it in place, I think so. Huh? Mother, welcome home. Thank you, sir. I used to remember to allow us to receive mother. Sorry, I came late. Because I was running out of time. I was trying to look here. I've gone to several locations. So, they suddenly came for me. They came for me here. He's not on trial. He's not anywhere. He's not anywhere. He's not anywhere. No time for the children. No time for the children. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places. I've gone to many places.
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