APUS - Example - Week 1

Example:

NovaTech’s Expansion

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My name is Juan, and I’m here to introduce you to an inspiring story

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Part I

Imagine you are the Chief Strategy Officer of NovaTech, a fast-growing startup that develops automation software for small and medium sized enterprises. The company has successfully established itself in its local market and is now planning to expand internationally.

Part II

To achieve this, the leadership team has designed a detailed strategic plan that includes forming partnerships with foreign companies, launching digital marketing campaigns, and adapting the software to new languages. This represents its intended strategy a well defined plan based on market research and clear objectives.

Partnerships with foreign companies

Launching digital marketing campaigns

Adapting the software to new languages

Part III

However, after six months, NovaTech faces unexpected challenges. Some markets present unforeseen regulatory barriers, expansion costs exceed initial estimates, and strategic partnerships take longer to materialize than anticipated. In response, the company adjusts its approach and seizes an emerging opportunity:

Without having initially planned for it, NovaTech develops an additional security module for its software, allowing it to offset losses and strengthen its position in the local market. This illustrates its emergent strategy a series of reactive actions taken in response to unforeseen circumstances.

A rising demand for cybersecurity

solutions among its existing customer base

Part IV

At the end of the year, the company reviews its results and realizes that only parts of its original plan were executed. Instead of entering three international markets, it managed to establish a presence in just one.

This represents its realized strategy—the final strategy that was actually implemented after adjustments and learning.

Conversely, the aspects of the original plan that were not executed, such as certain partnerships that fell through or markets that proved unviable, constitute the non-realized strategy.

However, by enhancing its software with cybersecurity features, NovaTech reinforced its competitive advantage locally and increased its revenue.

The NovaTech

case teaches us

That planning is essential, but real strategy is built through action. The real world is unpredictable, and strategic leaders must remain agile—ready to identify opportunities and adjust their course without losing sight of their vision.

A strategic mindset is not just about designing a plan; it’s about being prepared to transform it along the way.

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