Strategic surveillance and the rational model of strategic planning: lessons for business from Rugby Union

Abstract

Business and Rugby Union have the element of competition in common. Change in the competitive environment is constant and accelerating and a rugby match epitomises an extremely dynamic and fast-paced contest. Applying the rational model of strategic planning in rugby exposes opportunities to enhance the model for use in highly dynamic environments. Adopting the rugby union perspective on tactics as a response to environmental opportunities and threats that fleetingly occur during strategy implementation, allows for the incorporation of tactical options in support of strategic choices. It exposes the fallacy of management participation in implementation of tactics but emphasises its critical role in supporting the creation of an institutional tactical repository, training and coaching employees in preparation for tactical choice and implementation, and possibly supporting awareness through strategic surveillance. The research uncovered that the rational model is ideally suited for strategic planning in rugby. It is evident that it has the potential to guide and direct the strategic planning process and bring structure to strategizing by rugby franchises. If there is implementation and customisation of the rational model in rugby union teams, this will prove to offer the ideal framework within which they could conduct their strategic planning.