Validating Performance Based Critical Actions in a High Tech Start-Up

Purpose: A proposed analytical model in this research analyses the corresponding angles of the strategic triangles (Prospector, Analyzer, and Defender). The model compares the angle differences between the strategy and resource triangles with opinions from different management groups of informants. It was found out that NSCFI model more scientific comparing to formal ones through validation. The objective of this study is to analyse a Finnish manufacturing case company's operational competitiveness. Operational strategy is a vital element that supports businesses corporate strategies. The strategic decision-making is essential in operational competitiveness to generate quality decisions that would affect the successfulness of strategy formulation in manufacturing and sales. Methodology: The research is based on two methods; Manufacturing Strategy Index (MSI) and Sense and Respond (S&R). MSI detects the preferable strategy type and derives the proportions of importance between quality, cost, time and flexibility. Whilst, S&R analyzes dynamic business strategies and deviates influence on each attribute on the same four performances as in MSI. Findings: The instruments used for data collection are questionnaires custom made for the company. Calculations based on the MSI questionnaire resulted in medium high values for the Prospector strategy both for past- and future orientation. S&R calculations regarding the past orientation resulted in low values for all strategy types, except P-NSCFI for Analyzer. Originality: The managerial implication of this research is that it is critical for enterprise managers to adjust the direction of operations strategy according to consistency between operation strategy and resource allocation. Concerning the future orientation, we find high values for Analyzer and medium low to high values for the Prospector and Defender groups. The results would indicate that the case company has turned from a former strategy that was not clearly defined towards a highly Analyzer characterized business strategy.