Different organisations have different perceptions of how much room there is for shaping their own future – through strategy and actions. They also respond in different ways to the perceptions about strong or weak external constraints.
Michaud and Thoenig’s strategic orientation
Source: Adapted from Michaud, C. and Thoenig, J. C., Making Strategy and Organization Compatible, Palgrave Macmillan, 2003
The rows are labelled strong pressure and weak pressure. The columns are labelled short term and long term. The quadrant of the matrix are labelled as follows.
Top left quadrant labelled ...
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