♜Strategic Management: Assumption (Definitions)

"When used in a Business Case, forecast, or other planning document, an assumption is a statement that relates to a potential future state or future situation." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"An influencer type (a kind of 'internal influencer') that is an assertion taken for granted or without proof." (David C Hay, "Data Model Patterns: A Metadata Map", 2010)

"Hypothesis, belief, or conjecture made when something is not known with certainty. In cost accounting, assumptions exist for the various quantitative analysis techniques (e.g., CVP or regression analysis) and general quantitative decision rules (e.g., for product emphasis decisions). People also make assumptions to create cost accounting information (e.g., linear cost function). Poor quality assumptions lead to poor quality information and decisions. Failure to objectively analyze assumptions can lead to biased decisions." (Leslie G Eldenburg & Susan K Wolcott, "Cost Management" 2nd Ed., 2011)

"Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration." (Cynthia Stackpole, "PMP Certification All-in-One For Dummies", 2011)

"A condition that will affect the project, although the specifics of the condition are not yet known. For the purposes of planning, the specifics are assumed and called out as an assumption." (Bonnie Biafore & Teresa Stover, "Your Project Management Coach: Best Practices for Managing Projects in the Real World", 2012)

"Hypotheses regarding the conditions necessary for the realization of strategies over which the organization has no control. Assumptions represent the risks that you may not achieve desired outcomes. Any change to an assumption during the execution cycle should force a revision." (Paul C Dinsmore et al, "Enterprise Project Governance", 2012)

"Something that is taken for granted to be true." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed., 2012)

"A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration." (For Dummies, "PMP Certification All-in-One For Dummies" 2nd Ed., 2013)

"Something presumed to be true. Assumptions are the basis of all statistical analysis. (It is important that the analyst choose methods based only on assumptions that are reasonable for the application.)" (Meta S Brown, "Data Mining For Dummies", 2014)

"An assumption is something that is taken for granted or unquestionably accepted as true." (Ken Sylvester, "Negotiating in the Leadership Zone", 2015)

"Unproven business supposition used to make rapid progress toward a conclusion." (Pamela Schure & Brian Lawley, "Product Management For Dummies", 2017)

♜Strategic Management: Capability (Definitions)

"Within the context of this book, a capability refers to the knowledge, skills, experience, and overall abilities of cross-functional product team members. In this light, each team member must be able to understand, and be able to fulfill their commitments to the team. Therefore, a capability is the proven ability of an individual or group to perform a specific type of work." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"A quality, ability, or feature that has the potential to be used or developed." (Bettina M Davis & Wendy L Combsand, "Demystifying Technical Training: Partnership, Strategy, and Execution", 2009)

"A thing that an organization, person, or system is able to do. Capabilities are typically very coarse-grained and may bring together a combination of people, processes, and technology." (David Lyle & John G Schmidt, "Lean Integration", 2010)

"A Capability is a specific competency that must exist in an organization to execute project management processes and deliver project management services and products. Capabilities are incremental steps leading up to one or more Best Practices." (Project Management Institute, "Organizational Project Management Maturity Model (OPM3)" 3rd Ed, 2013)

"A specific competency that an organization needs to have in order to implement and sustain OPM." (PMI, "Implementing Organizational Project Management: A Practice Guide", 2014)

"Designates the aptitude of an organization or a system to provide a given product or service; materialized by a series of elements (business, organizational, technical) that contribute to the realization of these products or services to the required level of quality." (Gilbert Raymond & Philippe Desfray, "Modeling Enterprise Architecture with TOGAF", 2014)

"Capability is a function of the affordances offered by an organizing system and the possible interactions they imply." (Robert J Glushko, "The Discipline of Organizing: Professional Edition" 4th Ed., 2016)

"A combination of working knowledge about a particular process or domain, and the capacity to apply that knowledge through action." (Gregory Lampshire, "The Data and Analytics Playbook", 2016)

"A measurable capacity to use resources that an organization needs to deliver to its strategy and achieve its agreed outcomes. It includes elements of people, process, information, and technology." (Kevin J Sweeney, "Re-Imagining Data Governance", 2018)

"More precisely referred to as organizational capability, is an organization’s capacity to perform a particular task or function." (Robert M Grant, "Contemporary Strategy Analysis" 10th Ed., 2018)

"A Capability is a higher-level solution behavior that typically spans multiple ARTs. Capabilities are sized and split into multiple features to facilitate their implementation in a single PI." (Dean Leffingwell, "SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises" 2nd Ed, 2018)

"The ability to carry out an activity" (ITIL)

♜Strategic Management: Management (Definitions)

"To manage is to forecast and plan, to organize, co-ordinate and to control." (Henri Fayol, 1916)

"Management is a distinct process consisting of planning, organising, actuating and controlling; utilising in each both science and art, and followed in order to accomplish pre-determined objectives." (George R Terry, "Principles of Management", 1960)

"Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups." (Harold Koontz, "Principles of Management", 1968)

"Management can be defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources." (Richard L Daft, "The Leadership Experience" 4th Ed., 2008)

"Either the process of supervision, control, and co-ordination of productive activity in industrial and other formal organizations, or the persons performing these functions." (Kathryn J Hayes, "Triple Helix Organisations, Communities of Practice and Time", 2011)

"Activities for controlling and leveraging the limited amount of available resources (material, financial and human) aimed at the best possible way of achieving system performance objectives." (Alexander Kolker, "Management Science for Healthcare Applications", Encyclopedia of Business Analytics and Optimization, 2014)

"The art of planning, organizing, leading, coordinating and controlling resources of the organization toward accomplishment of common goal." (Mladen Čudanov & Jovan Krivokapić, "Organizational and Management Aspects of Cloud Computing Application in Scientific Research", 2014)

"The planning, organizing, leading and controlling of different resources to achieve company goals." (Irem Tukel & Deniz Z Celikdemir, "Integrating Ethics into Management: Why Is It Important?", 2015)

"The process of administering, coordinating and controlling the activities of the organization in order to achieve defined objectives, irrespective of its nature, type, structure, and size." (Chiraz Touil & Souhaila Kammoun, "Intellectual Property Management by Innovative Firms: Evidence From Tunisia", Intellectual Property Rights and the Protection of Traditional Knowledge, 2020)

"The process of using financial resources, tools, materials and time factor in a coherent and effective manner in order to achieve certain objectives." (M Hanefi Calp, "The Role of Artificial Intelligence Within the Scope of Digital Transformation in Enterprises", 2020)

"The term management is used to refer to the set of actions, or procedures that allow the realization of any activity or desire. In other words, a management refers to all those procedures that are carried out in order to resolve a situation or materialize a project." (Mayra A V Londoño, Success Factors in the Pedagogical Management of the English Language Teaching Managers, 2020)

♜Strategic Management: Asset (Definitions)

 "Item that appears on the balance sheet of a company that represents something owned by the company or something owed to the company by someone else. Bank loans are assets from the bank’s point of view because they are owed to the bank." (Ralph Kimball & Margy Ross, "The Data Warehouse Toolkit" 2nd Ed., 2002)

"On the Balance Sheet, an asset is something owned that has value, including cash, marketable securities, accounts receivable, plant and equipment, and inventory." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"Items of value owned by a business, including real estate, equipment, cash, and other items that can be sold for cash. Some intangible items, such as a well-known logo or trade name, can also be considered assets." (Sue Johnson & Gwen Moran, "The Complete Idiot's Guide® To Business Plans", 2010)

"1.Generally, something that has value or produces benefit. 2.In accounting, something of value on a balance sheet." (DAMA International, "The DAMA Dictionary of Data Management", 2011)

"Resource with recognized value that is under control of an individual or organization." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"A resource: (a) controlled by an entity as a result of past events; and (b) from which future economic benefits are expected to flow to the entity." (Project Management Institute, "The Standard for Program Management" 3rd Ed..", 2013)

"Any item of value that should be protected. Can be physical or electronic, or even non-tangible (like reputation)." (Mark Rhodes-Ousley, "Information Security: The Complete Reference" 2nd Ed., 2013)

"Items of economic value created by a team through the application of competencies and tools. Within a business-analytics context they are normally intangible in nature and often include models, processes, and electronic documentation." (Evan Stubbs, "Delivering Business Analytics: Practical Guidelines for Best Practice", 2013)

"A resource or information that is to be protected." (Manish Agrawal, "Information Security and IT Risk Management", 2014)

"Any economic resource that is owned by a company that can be used to generate value for the business." (DK, "The Business Book", 2014)

"Property, plant, and equipment used to generate profit." (Paul H Barshop, "Capital Projects", 2016)

"Data contained in an information system; or a service provided by a system; or a system capability, such as processing power or communication bandwidth; or an item of system equipment (that is, a system component—hardware, firmware, software, or documentation); or a facility that houses system operations and equipment." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

"Any item that has value to the organisation." (ISO/IEC 27000:2012)

♜Strategic Management: Strategic Planning (Definition)

"[…] strategic planning […] is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback." (Peter F Drucker, "Management: Tasks, Responsibilities, Practices", 1973)

"The process of determining how a problem or opportunity may be responded to. Involves identifying problems or opportunities, analyzing relevant characteristics of the circumstances, organizing the formal response, deputizing a leader to head the response effort, and supervising the person(s) selected." (Robert McCrie, "Security Operations Management" 2nd Ed., 2006)

"Written record of a strategic plan, usually consisting of an overview, strategy charter, description of the current environment, research findings, tactics, roles and accountabilities, key performance indicators, and recommended next steps." (Teri Lund & Susan Barksdale, "10 Steps to Successful Strategic Planning", 2006)

"The implementation of an organization's objectives. Strategic planning decisions will have long-term impacts on the organization while operational decisions are day-to-day in nature." (Jae K Shim & Joel G Siegel, "Budgeting Basics and Beyond", 2008)

"The selection of short- and long-term objectives and the drawing up of tactical and strategic plans to achieve those objectives. After deciding on a set of strategies to be followed, the organization needs more specific plans, such as locations, methods of financing, and hours of operation. As these plans are made, they will be communicated throughout the organization. When implemented, the plans will serve to coordinate the efforts of all parts of the organization toward the company's objectives." (Jae K Shim & Joel G Siegel, "Budgeting Basics and Beyond", 2008)

"A deliberative, disciplined approach to producing fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it.” (John M Bryson, 2011)

"A long-range plan that serves as a business’s road map for the future. It includes the product lines and services, the number of employees, technology requirements, industry trends, competitor analysis, revenue and profitability goals, types of customers, and long-range marketing plans." (Gina Abudi & Brandon Toropov, "The Complete Idiot's Guide to Best Practices for Small Business", 2011)

"A series of processes in which an organization selects and arranges its businesses or services to keep the organization viable even when unexpected events distrupt one or more of its business's markets, products, or services." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed., 2011)

"A high-level document that explains the organization's vision and mission, plus the approach that will be adopted to achieve this mission and vision, including the specific goals and objectives to be achieved during the period covered by the document." (Project Management Institute, "The Standard for Portfolio Management" 3rd Ed., 2012)

"The process by which an organization envisions its future and develops the necessary goals and procedures to achieve that vision." (Joan C Dessinger, "Fundamentals of Performance Improvement" 3rd Ed., 2012)

"A systematic process of envisioning a desired future and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them." (Robert F Smallwood, "Information Governance: Concepts, Strategies, and Best Practices", 2014)

"The process by which organizations identify a desired outcome, the resources required to support that outcome, and the plan to achieve the outcome. Typically, strategic planning is an important step in identifying the creation of new competitive advantages." (Evan Stubbs, "Big Data, Big Innovation", 2014)

"A process of selecting from alternative courses of action, matching that with the available resources, and combining these in a way that will most effectively achieve the objective; Intended action toward an organizational goal or objective." (Ken Sylvester, "Negotiating in the Leadership Zone", 2015)

"A formalised step-by-step set of procedures for coordinating the strategy process." (Duncan Angwin & Stephen Cummings, "The Strategy Pathfinder" 3rd Ed., 2017)

"A document used to communicate with the organization the organization’s goals, the actions needed to achieve those goals, and all the other critical elements developed during the planning exercise." (William Stallings, "Effective Cybersecurity: A Guide to Using Best Practices and Standards", 2018)

♜Strategic Management: Vision (Definitions)

"A written summary describing why an organization exists." (Timothy J  Kloppenborg et al, "Project Leadership", 2003)

"A brief declaration of why the organization, group, or department exists. It provides the foundation on which the entity will build its products and services and identifies to whom it will offer them." (Teri Lund & Susan Barksdale, "10 Steps to Successful Strategic Planning", 2006)

"The envisioned end state or optimal future situation. A product leader envisions a product's position in the market at a point in the future. The product leader's vision provides essential guidance to a team as strategies are formulated." (Steven Haines, "The Product Manager's Desk Reference", 2008)

"A statement about an organization that presents an aspiring view of the future and asserts what the organization is best at or seeks to achieve." (Bettina M Davis & Wendy L Combsand, "Demystifying Technical Training: Partnership, Strategy, and Execution", 2009)

"A statement that describes an organization's purpose or reason for existence." (Bettina M Davis & Wendy L Combsand, "Demystifying Technical Training: Partnership, Strategy, and Execution", 2009)

"A description of a desired future state of the enterprise, without regard to how it is to be achieved." (David C Hay, "Data Model Patterns: A Metadata Map", 2010)

"An organization's picture of where it wants to be in the future." (Linda Volonino & Efraim Turban, "Information Technology for Management" 8th Ed, 2011)

"High-level declaration of the organization's purpose." (Leslie G Eldenburg & Susan K Wolcott, "Cost Management 2nd Ed", 2011)

"Defines why an organization exists." (Linda Volonino & Efraim Turban, "Information Technology for Management 8th Ed", 2011)

"Theoretical description of what the organization should become." (Leslie G Eldenburg & Susan K Wolcott, "Cost Management" 2nd Ed, 2011)

"a company document that takes a mission statement to the next level by outlining what the organization wants to be; it focuses on the future and serves as a source of inspiration for employees." (Bill Holtsnider & Brian D Jaffe, "IT Manager's Handbook" 3rd Ed, 2012)

"explains the fundamental purpose of the company or organization." (Bill Holtsnider & Brian D Jaffe, "IT Manager's Handbook, 3rd Ed", 2012)

"A statement that defines where an organization wants to be in the future." (Sally-Anne Pitt, "Internal Audit Quality", 2014)

"A statement that describes where an organization wants to be or what it wants to achieve at some point in the future. It is normally a single sentence and provides inspiration to employees to help the organization achieve it. In contrast, a mission statement focuses on the present." (Darril Gibson, "Effective Help Desk Specialist Skills", 2014)

"A brief description of a company’s fundamental purpose that articulates the company’s purpose both for those in the organization and for the public." (Jeffrey Magee, "The Managerial Leadership Bible", 2015)

"An aspirational description of the achievements an organization aims to accomplish in the mid-to-long term." (Andrew Pham et al, "From Business Strategy to Information Technology Roadmap", 2016)

"A description of an organization or function’s business, its objectives, and its approach to reach those objectives." (Jonathan Ferrar et al, "The Power of People: Learn How Successful Organizations Use Workforce Analytics To Improve Business Performance", 2017)

"A description of the desired future impact of your function on the organization." (Jonathan Ferrar et al, "The Power of People", 2017)

"The stated reason for the existence of the organization. It is usually prepared by the CEO and key members of the executive team and succinctly states what they will achieve or accomplish. It typically is changed only when the organization decides to pursue a completely new market." (H James Harrington & William S Ruggles, "Project Management for Performance Improvement Teams", 2018)

"The Vision is a description of the future state of the Solution under development. It reflects Customer and stakeholder needs, as well as the Feature and Capabilities proposed to meet those needs." (Dean Leffingwell, "SAFe 4.5 Reference Guide: Scaled Agile Framework for Lean Enterprises" 2nd Ed, 2018)

 "A concise statement defining an organization’s long-term direction, the vision is a summary statement of what the organization ultimately intends to become five, 10 or even 15 years into the future. It is the organization’s long-term 'dream' , what it constantly strives to achieve. A powerful vision provides everyone in the organization with a shared mental framework that helps give shape to its abstract future." (Intrafocus) 

♜Strategic Management: Tactics (definitions)

"Actions that will lead to specific desired results or outcomes." (Teri Lund & Susan Barksdale, "10 Steps to Successful Strategic Planning", 2006)

"A course of action that represents one or more details of a strategy. A strategy, then, may be implemented by one or more tactics. In general, strategies address goals, and tactics address objectives." (David C Hay, "Data Model Patterns: A Metadata Map", 2010)

"Tools for how to achieve one’s objective." (Ken Sylvester, "Negotiating in the Leadership Zone", 2015)