Description
For this assignment, each student must write a 7-10 page (12-point, double-spaced) paper that addresses the emerging themes selected in Part #1 and forms their philosophy of strategizing and implementing new ideas in their interviewee’s organization. Students will synthesize literature around their chosen themes. To elaborate on what the existing literature says about the emerging themes and to form their philosophy, students must use at least 20 peer-reviewed articles related to strategy and implementation. Students should identify the concepts, tools, and methodologies that they think can be incorporated into their paper.
Unformatted Attachment Preview
1
Bryce Fisher
Anderson University
Final Paper Pt 1 – Interview a Strategist
LEAD 625-G01
Febuary 4, 2024
2
The way where his impressive professional background, which amounts to 15 years of
discussing the distinctive contribution of the community that is comprised of schools, tells how
much the Coach has studied so far; he was studying already in his childhood and at present, he is
ready to speak. His inferences are pertinent to the intricacy of football coaching as defined now
when it has reached the point of apathy at an even higher level.
Strategy is not just a figure on a chalkboard for Coach Taylor, it is something more than
the classical strategy and even broader. It is a dynamic and well-structured plan that aims to
improve not only from the static formulations. His strategy is to capitalize on the team’s perceived
weaknesses and those of the opponent. An advanced perception of this kind does not refer only to
tactical but psychological and physical aspects that define the world of football.
Among such points that deserve highlighting is the adaptability strategy that Coach Taylor
has been acting on. He understands that the game is always trying to be dynamic and emphasizes
this as a critical type of adaptability, yet adaptability is not always clear, and one has to act fast by
changing the strategy in order to be successful.
Regular evaluation, another important component of Coach Taylor’s strategic frame of
reference, means striving for perfection in perpetuity. The fact that his observation that a winning
strategy is not a permanent state but a process that requires constant review supports an attitude of
permanent change. But adaptability is the vital point, especially in a field as volatile as
football. The statement on continuous assessment is a clear indication that this is understood.
The shifting of Coach Taylor from a positional coach to the current role in which he has
taken up a large platform of training shows a big change. Because he was a position coach, he
would spend most of his time on particular player positions since that is where the team’s personnel
3
was required. As a coach, he would have striven to perfect the skill and performances of those
trained players whose positions on the pitch had been a mere formality.
Yet when Coach Taylor became the head coach, his role produced a multiplication
factor. However, he would need to coach the whole team, implying that he would gain an
understanding of football that was not specific to his position. This shift, however, demanded a
more holistic treatment that involves team dynamics, opponent analysis, and the overall approach.
The other critical part was the situation analysis. As a head coach, Coach Taylor began to
look at the opponent team’s strengths and weaknesses to identify the threat and opportunity
areas. Therefore, such a strategic plan was about the development of the gameplay as a whole and
the footballers as teams.
Furthermore, Coach Taylor had to prepare an entire game plan, which took into
consideration the team’s strengths, weaknesses, and the specificity of every match. This involved
the creation of subtle approaches concerning attacking and defensive plays, designing game plans,
and team moves. Instead of individual player skill molding, attention went to team play
organization.
Nevertheless, at its deepest level, Coach Taylor’s maturation is in the understanding that
what football is is acquiring a grasp over a particular position. Sports need a holistic approach that
encompasses unit operations, game plans, analysis of opponents, and counter mechanisms. Hence,
the fundamental shift from the role of a position coach to the Head Coach demonstrates and,
therefore, highlights a vital structural change in vision, hence reflecting the importance of allaround football tactics.
However, Coach Taylor’s role as a strategist is not only related to personal skills but also
to the institutional arrangements of his coaching staff. The realization of the significance of an
4
integrated and unified approach towards strategy formulation highlights the conceptual
understanding demonstrated by Coach Taylor that winning football is a concerted effort involving
diverse contributions from participants with varying disciplines in the coaching team.
Over the past five years, Coach Taylor has been one of the key players when it comes to
tactical strategies and has been an essential player in the process. This extensive, protracted period
reflects some level of continuity and stability on the basis of long-term strategic goals.
Coach Taylor, in his leadership role, has also probably created a sense of collaboration and
team spirit among the coaching staff. Good communication and mutual respect, shared by the staff
members, help actively contribute to the formulation of the strategy of the necessary bias and
holisticness. Some of the differences are related to the set of skills, insights, and experiences that
each of these coaches might bring to the table, and the role of Coach Taylor is to create a game
plan that is not only robust but also flexible enough.
Coach Taylor, in his leadership role, has also probably created a sense of collaboration and
team spirit among the coaching staff. Good communication and mutual respect, shared by the staff
members, help actively contribute to the formulation of the strategy of the necessary bias and
holisticness. Some of the differences are related to the set of skills, insights, and experiences that
each of these coaches might bring to the table, and the role of Coach Taylor is to create a game
plan that is not only robust but also flexible enough.
The pivotal role played by Coach Taylor as a leader cannot be diminished in his leadership,
which has a vital role in guiding the team to victory through a carefully formulated strategic
plan. Work in connection with the coaching staff is not merely a demonstration of the unity of
knowledge and of subordinated nature but also contributes to the unified image of the team as a
whole and accentuates the essence of common goals. The focus on a collaborative and integrated
5
plane points to Coach Taylor’s focus on a comprehensive and collaborative approach to the success
of football, whereby the game is focused on a team winning as a unit. Thus, enhancing a
collaborative atmosphere and sense of shared destination, Coach Taylor maintains an environment
whereby each member plays a corresponding role designed to achieve the strategic vision of the
team, therefore contributing to the team unity and results obtained on the field.
Taylor follows thorough and full-scale reasoning processes that would prepare him for
correct decisions. It starts with an analysis of the situation, which includes information from
several recommendations collected by his coaching lot, with the experience included in
consideration as well as the data insights to develop their decision. This holistic approach includes
both qualitative and quantitative introductory aspects, showing how Coach Taylor is aware of the
fullness of football strategy and understanding the specificity of the included aspects; this
introduction more accurately reflects the essence of Coach Taylor’s teaching. Moreover, he
highlights the crucial importance of teamwork and communication as the Surest Road is covered
by two different strategic pathways to pursue the common goal. This approach is committed to
acting with knowledge on that ground in the constantly changing and complicated sphere of
football coaching.
Coach Taylor emphasizes the cooperative nature of strategy formation development at the
organizational level. The main basis of team development for strategic planning is a detailed
analysis of strengths and weaknesses, as well as intensive opponent research. Significantly, Coach
Taylor emphasizes how critical it is to work with the coaching staff to set the strategic
direction. Technology is becoming a more and more significant element for analyzing video as
well as tracking performance. However, Coach Taylor is applying a balanced approach. In the first
place, he values traditional means—e.g., whiteboards, game film analysis, and hierarchical
6
discussion—as lasting sources of a coherent and effective strategy. This integrated approach
demonstrates CoachTaylor’s dedication to the use of both modern tools and traditional methods in
order to achieve a full and complete process of strategic planning for the football program.
Coach Taylor promotes an effective strategic environment through the emphasis on open
communication, wide thinking, continual enhancement, and positive motivation within the
squad. His awareness of technology is consistent with a modern version of strategic planning,
implying a willingness to take advantage of contemporary tools. At the same time, Coach Taylor
highlights the importance of feedback loops, stressing the constant assessment and improvement
of strategies. This method promotes a dynamic and forward-looking culture inside the team, which
guarantees that the communication lines are open, innovation is encouraged, and a commitment to
improvement is interwoven in the strategic fabric. Taylor’s approach is a holistic one, which
expresses an evolving perspective of culture, technology, and continuous evaluation in establishing
a winning strategic culture.
Taylor can serve as a guide for new strategists in coaching on the importance of gathering
deep wisdom, starting from a position coach, and maintaining a firm conviction in the learning
process. Among the features he views as critical for a strong strategy process are interdependence,
responsiveness, data‐driven decision-making, coherence, continuous learning, and guided
leadership. Coach Taylor’s elements, as discussed earlier, are key elements of strategic planning
and its proper implementation in the world of sports coaching. This view presents a broad
perspective whereby he does not only address knowledge acquisition but also interpersonal and
adaptive skills that are vital to making sense of the coaching strategy landscape butterfly.
Appendix 1
Personal Background:
7
Years of working experience in this organization: I have been with the school’s football
program for more than 15 years, first coming on as a position coach and then rising to be the Head
Coach.
Years of working experience in the area of strategy and execution: I have been with strategy
and implementation for over a decade, where I spent most of the time in position coaching, but
also five years ago as Head Coach.
Interview Questions:
General questions about strategy and strategist
1. When you hear the word “strategy,” what does it mean to you?
Coach Taylor: One of the key concepts in Sports coaching is strategy, which entails the
development of a game plan that can best utilize our team’s strengths and take advantage of its
opponent’s weaknesses. It is a detailed preparation that considers many aspects, like the team’s
characteristics, the opponent’s patterns, and the specificity of this game.
2. What are your experiences with the strategy process? What lessons have you learned?
Coach Taylor: I’ve come to realize over the years that a winning strategy is not just charts on the
chalkboard. It’s all about team dynamics, molding people into a seamless unit, and readjusting our
approach to the quickly altering situation of a game. Lessons regarding adaptability and continuous
evaluation are the things that I can apply to my everyday life.
3. Are you the only strategist in your organization? How long have you been in this position?
Coach Taylor: As I make a substantial contribution to building and anchoring the strategy of our
team, I also cooperate with my coaching staff. Together, we work to make sure that we come up
with a holistic and balanced coverage. I have been a head coach for the past five years, and I have
developed tactical plans for the football program.
8
4. Describe significant workplace changes you went through to become a strategist in your
organization.
Coach Taylor: This shift in focus came about with the transition from a position coach to the Head
Coach. The roles of a position coach were more specific, relating to specific player positions. As
the Head Coach, I needed to widen my horizon because of team dynamics, opponent analysis, and
game strategy. This was a major structural change that necessitated a much broader perspective of
the game.
5. What do you do when you are strategizing at the middle level or top level of your
organization?
Coach Taylor: At mid and high levels, strategizing entails consulting with my coaching staff,
working out performance statistics, and using material from our scouting reports. We share our
long-term objectives, evaluate the development of our players, and make appropriate corrections
in terms of overall game design. It has to do with sharing a common vision that every member of
the organization can support.
6. What does a typical decision-making process look like for you?
Coach Taylor: The process of decision-making begins with an assessment of the situation, whether
we are talking about player performance, game tactics, or general team attitude. So, I seek advice
from my coaching staff, who have different points of view and areas of specialization. Finally, the
selection of both teams rests on factors such as experience, data insights, and a knowledgeable
trainer. Communicate with the team well so as to make sure that they are on the same page and
everyone commits themselves towards the set action.
Specific Questions about Making and Implementing Strategies:
1. How does your organization make strategies?
9
Coach Taylor: It is our strength and weakness analysis combined with detailed research into the
enemy that comes first in strategy development. We collaborate closely with the coaching staff to
develop and fine-tune our strategy based on numerous contingencies and possible changes. It’s a
joint venture that includes multiple contributions.
2. Describe your personal experiences relating to major strategic changes faced by your
organization and the industry.
Coach Taylor: A major strategic shift that I have seen in my career was when we moved from a
more conventional offensive style to an increasingly fluid and flexible approach. This
transformation was prompted by the changes in game dynamics and the development of our
players’ skills. To remain competitive in the changing face of football, a complete re-assessment
of our methods was necessary.
3. What tools and technologies do you create and/or employ when you plan and implement
strategy?
Coach Taylor: Although we are increasingly using technology in video analysis and performance
tracking, a significant part of our strategy development is based on older methods. We use
whiteboards, game film analysis, and collaborative discussions with the coaching
staff. Furthermore, we also resort to some niche tools to organize our game strategy and track
player performance statistics.
4. Have you been in strategy workshops and meetings in your organization? In what strategy
workshops or meetings have you participated? What is your role?
Coach Taylor: Yes, I am a regular at the strategy workshops and coaches’ meetings. The topics we
discussed are based on several fields, such as gaming strategy, player building, and team play
10
styles. I am the leader of these sessions, and my job is to guide discussion accordingly in such a
way that every member maintains the strategic path we set for the team.
5. Describe the best and/or worst strategy workshops and meetings you have practiced for
your organization.
Coach Taylor: Ideal strategy sessions are when ideas are shared, and there is true collaboration
among the coaching staff. These meetings are known for the free flow of information, innovative
problem-solving, and combined resolution in terms of team success. On the one hand, the worst
sessions occur when everyone is off-track on their focus, goals are misaligned, or egos interfere
with productive conversations.
6. What activities or events are meaningful to you and guide your strategizing practices in
your organization?
Coach Taylor: All such meaningful activities include weekly team assessments, player feedback
sessions, and high-level discussions of our game performance. These activities give us fertile data
that we use to make evidence-based adjustments. Besides, activities such as scouting opponents
and going to coaching clinics all contribute to our lifelong learning.
7. What are the challenges of implementing strategies in your organization?
Coach Taylor: The issues primarily are adjusting to the constantly shifting trends in the game,
inspiring and aligning with the strategy of players, as well as managing unpredictable obstacles
such as injuries. Another challenge is finding the right balance between short-term victories and
long ones, which involves a permanent evaluation of our strategy.
8. How would you create a successful environment for the strategic management process?
Coach Taylor: Building a successful environment is about the commitment to open
communication, expansion of thought and concept, and a culture in every corner where everyone
11
knows what the strategy is and believes it. A culture of continuous improvement and an essential
part of regular feedback loops is the effective use of technology. Second, a positive atmosphere
and constant motivation within the team help us execute our strategic plans.
Reflections and Recommendations:
1. In your industry, how does one become a strategist?
Coach Taylor: To be a strategist in the coaching industry necessitates working as a coach over an
extended period of time, acquiring deep knowledge regarding the game, and an ever-growing thirst
to learn. Coaches almost always begin as position coaches, attaining knowledge in particular parts
of the game and moving on up. The strategist in football needs to know a lot about individual
player dynamics, opposition analysis, team management, and others.
2. When and how do people in many organizations claim to be doing strategy work? What
are the contradictions, inconsistencies, and ambiguities involved in this?
Coach Taylor: During planning sessions or meetings, most individuals will be talking about doing
strategy work. However, the tensions come about when there is a mismatch between what has been
said regarding strategic goals and real operations on a daily basis. Different priorities may be
created if levels within the organization are not aligned; there could be inconsistency among
others. Ambiguities can stem from the unclear communication process and the inability to channel
strategic objectives through organizational cascading.
3. Do you have a sense that other executives engage with and prioritize strategy in a specific
and well-thought-out manner, or do you have a sense that other executives sometimes
masquerade their involvement in strategic management with their impression
management? In other words, have you observed any dishonest strategizing?
12
Coach Taylor: Although I cannot talk on behalf of executives in the corporate world, amongst
coaches, authenticity is essential. In my opinion, proper strategy demands authentic dedication and
participation from every level of the organization. In the long term, masquerading involvement or
deception would definitely limit the team’s success. In the sport of coaching, transparency, and
authenticity are key to establishing trust among players and staff.
4. In summary, what are the characteristics of a good strategy process?
Coach Taylor: Key attributes of a sound strategy process include the following:
• Collaboration: The usage of key stakeholders in the strategy development process, which
includes coaching staff and players.
• Adaptability: The ability to adapt strategies as circumstances, the behavior of adversaries,
and character dynamics change.
• Data-Driven Decision Making: Applying relevant data and performance indicators to help
make S democratic or intelligent decisions.
• Clear Communication: Confirm that the strategy is shared in its most effective form
across a business to ensure everyone is driven by common goals.
• Continuous Learning: It is necessary to state that one of the organizational cultures that
should be supported (without undue correspondingly) must include a continuous improvement
culture, where the strategy should be regularly reviewed and improved, taking into consideration
feedback and outcomes.
• Leadership: Talented leadership capable of guiding the team, making hard choices that
require compromises’ and proposing a business vision worth sacrifices.
• A strategy process requires a specific combination of these elements to facilitate the
basics of this industry and efficient success.
13
I appreciate your enthusiasm for our discussion; feel free to reach out. As for scheduling
future interviews or observing meetings, it would be more appreciated if you could coordinate
such requests within the field of your interest.
And yes, you can join us in our meetings and observe us closely.
1
Student’s Name
Institutional Affiliation
Professor
Course Number and Name
Due Date
2
The way where his impressive professional background, which amounts to 15 years of
discussing the distinctive contribution of the community that is comprised of schools, tells how
much the Coach has studied so far; he was studying already in his childhood and at present, he is
ready to speak. His inferences are pertinent to the intricacy of football coaching as defined now
when it has reached the point of apathy at an even higher level.
Strategy is not just a figure on a chalkboard for Coach Taylor, it is something more than
the classical strategy and even broader. It is a dynamic and well-structured plan that aims to
improve not only from the static formulations. His strategy is to capitalize on the team’s perceived
weaknesses and those of the opponent. An advanced perception of this kind does not refer only to
tactical but psychological and physical aspects that define the world of football.
Among such points that deserve highlighting is the adaptability strategy that Coach Taylor
has been acting on. He understands that the game is always trying to be dynamic and emphasizes
this as a critical type of adaptability, yet adaptability is not always clear, and one has to act fast by
changing the strategy in order to be successful.
Regular evaluation, another important component of Coach Taylor’s strategic frame of
reference, means striving for perfection in perpetuity. The fact that his observation that a winning
strategy is not a permanent state but a process that requires constant review supports an attitude of
permanent change. But adaptability is the vital point, especially in a field as volatile as
football. The statement on continuous assessment is a clear indication that this is understood.
The shifting of Coach Taylor from a positional coach to the current role in which he has
taken up a large platform of training shows a big change. Because he was a position coach, he
would spend most of his time on particular player positions since that is where the team’s personnel
3
was required. As a coach, he would have striven to perfect the skill and performances of those
trained players whose positions on the pitch had been a mere formality.
Yet when Coach Taylor became the head coach, his role produced a multiplication
factor. However, he would need to coach the whole team, implying that he would gain an
understanding of football that was not specific to his position. This shift, however, demanded a
more holistic treatment that involves team dynamics, opponent analysis, and the overall approach.
The other critical part was the situation analysis. As a head coach, Coach Taylor began to
look at the opponent team’s strengths and weaknesses to identify the threat and opportunity
areas. Therefore, such a strategic plan was about the development of the gameplay as a whole and
the footballers as teams.
Furthermore, Coach Taylor had to prepare an entire game plan, which took into
consideration the team’s strengths, weaknesses, and the specificity of every match. This involved
the creation of subtle approaches concerning attacking and defensive plays, designing game plans,
and team moves. Instead of individual player skill molding, attention went to team play
organization.
Nevertheless, at its deepest level, Coach Taylor’s maturation is in the understanding that
what football is is acquiring a grasp over a particular position. Sports need a holistic approach that
encompasses unit operations, game plans, analysis of opponents, and counter mechanisms. Hence,
the fundamental shift from the role of a position coach to the Head Coach demonstrates and,
therefore, highlights a vital structural change in vision, hence reflecting the importance of allaround football tactics.
However, Coach Taylor’s role as a strategist is not only related to personal skills but also
to the institutional arrangements of his coaching staff. The realization of the significance of an
4
integrated and unified approach towards strategy formulation highlights the conceptual
understanding demonstrated by Coach Taylor that winning football is a concerted effort involving
diverse contributions from participants with varying disciplines in the coaching team.
Over the past five years, Coach Taylor has been one of the key players when it comes to
tactical strategies and has been an essential player in the process. This extensive, protracted period
reflects some level of continuity and stability on the basis of long-term strategic goals.
Coach Taylor, in his leadership role, has also probably created a sense of collaboration and
team spirit among the coaching staff. Good communication and mutual respect, shared by the staff
members, help actively contribute to the formulation of the strategy of the necessary bias and
holisticness. Some of the differences are related to the set of skills, insights, and experiences that
each of these coaches might bring to the table, and the role of Coach Taylor is to create a game
plan that is not only robust but also flexible enough.
Coach Taylor, in his leadership role, has also probably created a sense of collaboration and
team spirit among the coaching staff. Good communication and mutual respect, shared by the staff
members, help actively contribute to the formulation of the strategy of the necessary bias and
holisticness. Some of the differences are related to the set of skills, insights, and experiences that
each of these coaches might bring to the table, and the role of Coach Taylor is to create a game
plan that is not only robust but also flexible enough.
The pivotal role played by Coach Taylor as a leader cannot be diminished in his leadership,
which has a vital role in guiding the team to victory through a carefully formulated strategic
plan. Work in connection with the coaching staff is not merely a demonstration of the unity of
knowledge and of subordinated nature but also contributes to the unified image of the team as a
whole and accentuates the essence of common goals. The focus on a collaborative and integrated
5
plane points to Coach Taylor’s focus on a comprehensive and collaborative approach to the success
of football, whereby the game is focused on a team winning as a unit. Thus, enhancing a
collaborative atmosphere and sense of shared destination, Coach Taylor maintains an environment
whereby each member plays a corresponding role designed to achieve the strategic vision of the
team, therefore contributing to the team unity and results obtained on the field.
Taylor follows thorough and full-scale reasoning processes that would prepare him for
correct decisions. It starts with an analysis of the situation, which includes information from
several recommendations collected by his coaching lot, with the experience included in
consideration as well as the data insights to develop their decision. This holistic approach includes
both qualitative and quantitative introductory aspects, showing how Coach Taylor is aware of the
fullness of football strategy and understanding the specificity of the included aspects; this
introduction more accurately reflects the essence of Coach Taylor’s teaching. Moreover, he
highlights the crucial importance of teamwork and communication as the Surest Road is covered
by two different strategic pathways to pursue the common goal. This approach is committed to
acting with knowledge on that ground in the constantly changing and complicated sphere of
football coaching.
Coach Taylor emphasizes the cooperative nature of strategy formation development at the
organizational level. The main basis of team development for strategic planning is a detailed
analysis of strengths and weaknesses, as well as intensive opponent research. Significantly, Coach
Taylor emphasizes how critical it is to work with the coaching staff to set the strategic
direction. Technology is becoming a more and more significant element for analyzing video as
well as tracking performance. However, Coach Taylor is applying a balanced approach. In the first
place, he values traditional means—e.g., whiteboards, game film analysis, and hierarchical
6
discussion—as lasting sources of a coherent and effective strategy. This integrated approach
demonstrates CoachTaylor’s dedication to the use of both modern tools and traditional methods in
order to achieve a full and complete process of strategic planning for the football program.
Coach Taylor promotes an effective strategic environment through the emphasis on open
communication, wide thinking, continual enhancement, and positive motivation within the
squad. His awareness of technology is consistent with a modern version of strategic planning,
implying a willingness to take advantage of contemporary tools. At the same time, Coach Taylor
highlights the importance of feedback loops, stressing the constant assessment and improvement
of strategies. This method promotes a dynamic and forward-looking culture inside the team, which
guarantees that the communication lines are open, innovation is encouraged, and a commitment to
improvement is interwoven in the strategic fabric. Taylor’s approach is a holistic one, which
expresses an evolving perspective of culture, technology, and continuous evaluation in establishing
a winning strategic culture.
Taylor can serve as a guide for new strategists in coaching on the importance of gathering
deep wisdom, starting from a position coach, and maintaining a firm conviction in the learning
process. Among the features he views as critical for a strong strategy process are interdependence,
responsiveness, data‐driven decision-making, coherence, continuous learning, and guided
leadership. Coach Taylor’s elements, as discussed earlier, are key elements of strategic planning
and its proper implementation in the world of sports coaching. This view presents a broad
perspective whereby he does not only address knowledge acquisition but also interpersonal and
adaptive skills that are vital to making sense of the coaching strategy landscape butterfly.
Appendix 1
Personal Background:
7
Years of working experience in this organization: I have been with the school’s football
program for more than 15 years, first coming on as a position coach and then rising to be the Head
Coach.
Years of working experience in the area of strategy and execution: I have been with strategy
and implementation for over a decade, where I spent most of the time in position coaching, but
also five years ago as Head Coach.
Interview Questions:
General questions about strategy and strategist
1. When you hear the word “strategy,” what does it mean to you?
Coach Taylor: One of the key concepts in Sports coaching is strategy, which entails the
development of a game plan that can best utilize our team’s strengths and take advantage of its
opponent’s weaknesses. It is a detailed preparation that considers many aspects, like the team’s
characteristics, the opponent’s patterns, and the specificity of this game.
2. What are your experiences with the strategy process? What lessons have you learned?
Coach Taylor: I’ve come to realize over the years that a winning strategy is not just charts on the
chalkboard. It’s all about team dynamics, molding people into a seamless unit, and readjusting our
approach to the quickly altering situation of a game. Lessons regarding adaptability and continuous
evaluation are the things that I can apply to my everyday life.
3. Are you the only strategist in your organization? How long have you been in this position?
Coach Taylor: As I make a substantial contribution to building
