The Use and Value of Strategy Tools in the Different Stages of the Strategy Process

Strategy tools such as scenario planning and Porter’s Five Forces have been developed in order to support the strategy work of practitioners and organizations. However, little research has been concerned with the practicalities of using strategy tools. This paper addresses this gap through a large scale survey of where in the strategy process managers use different strategy tools and what value they accord to that use in different phases. It was found that: a) strategy tools use is not specific to a single stage of the strategy process rather their use spread across all stages b) strategy tools use and value are not strongly correlated; c) the use and value of strategy tools decreases progressively as we move from strategy analysis to strategy implementation.

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