Strategic Orientations: Multiple Ways for Implementing Sustainable Performance


The Four Phase Model®, created by prof. dr. Teun W. Hardjono [1] in 1995, distinguishes four ideal type strategic orientations and shows that these strategies brighten and dim in a specific sequence, adding the most required competences to the organization, and creating a natural rhythm to corporate dynamics. By applying this theory one can understand the nature and whereabouts of the organization’s systemic constraints, revealing the basic features for creating a roadmap towards sustainable performance improvement and competence development. The model generates the top priorities, selects the most adequate (ideal type) interventions and key performance indicators. Combining strategic “situations” as indicated by the Four Phase Model and phase-wise “contexts” as introduced by Spiral Dynamics [2], provides a conceptual synergy with four innovative outcomes: Firstly, aligned with specific contexts, the strategic interventions and KPI’s can be made more specific and practical, thus creating a roadmap for performance improvement and organizational development. Secondly, it structures change management into four distinctive hierarchical complexity levels: 1) enhancing fundamental skills, structures and procedures (vitalizing); 2) improving contemporary levels, aligned with the dominant value system (optimizing); 3) new re-orientations while continuing within current systems (shifting) and 4) a transformation to a more complex context or emerging value system (transforming). Thirdly, powered with the combined understanding of above concepts, one can deduct the specific context and situation for each intervention, instrument or approach to be applied effectively. Fourthly, the combination provided the bases for the so-called Strategy Scan and Strategic Sustainability Scan.

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M. Marrewijk, "Strategic Orientations: Multiple Ways for Implementing Sustainable Performance," Technology and Investment, Vol. 1 No. 2, 2010, pp. 85-96. doi: 10.4236/ti.2010.12010.

Conflicts of Interest

The authors declare no conflicts of interest.


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