Arrange the Hambrick and Fredrickson model of strategic management in proper sequence from beginning to end:

A. Vision and mission
B. Goals and objectives
C. Internal and external strategic analysis
D. Implementation levers and strategic leadership
E. Strategy arenas, vehicles, differentiators, staging, and economic logic

Choose the correct answer from the options given below:

Correct option is B

The correct sequence of the Hambrick and Fredrickson model of strategic management is:

Vision and Mission (A) → Goals and Objectives (B) → Strategy Components (E) → Internal and External Strategic Analysis (C) → Implementation Levers and Strategic Leadership (D).

1. Vision and Mission (A): The starting point is defining the organization’s purpose and aspirations. This establishes the "why" of the organization.
2. Goals and Objectives (B): These provide direction and measurable targets aligned with the vision.
3. Strategy (E): This phase defines the arenas (where to compete), vehicles (how to enter markets), differentiators (what sets the organization apart), staging (the pace and sequence of moves), and economic logic (how to make a profit).
4. Strategic Analysis (C): Here, the organization assesses its internal strengths and weaknesses, as well as external opportunities and threats, to refine and validate the strategy.
5. Implementation (D): Finally, leaders ensure the strategy is executed effectively through appropriate levers, leadership, and resource allocation.

Information Booster:

The Hambrick and Fredrickson model ensures a structured strategy formulation process by addressing five key dimensions of strategy:

• Vision and Mission: This provides long-term clarity and a sense of purpose for the organization.
• Goals and Objectives: Short- and medium-term targets are crafted to make the vision achievable.
• Strategy Elements: The "strategy diamond" (arenas, vehicles, differentiators, staging, economic logic) ensures all aspects of competition are considered.
• Analysis: Internal (e.g., resource strengths, cultural factors) and external (e.g., market conditions, competitors) factors are evaluated to ensure the strategy is practical.
• Implementation: Without effective leadership and tools for execution, even a strong strategy fails.