Enterprise management needs several common strategic management modes.

1. Defensive strategic organization. Pursue a stable environment. Create a stable business field and occupy some product markets. Competitive pricing or high-quality products are often used to prevent competitors from entering their own fields. To build a core technology with high cost efficiency, technical efficiency is the key to organizational success. Adopt "mechanical" structural mechanism. The top management, composed of experts in production and cost control, focuses on intensive planning of cost and other efficiency issues, functional organization with extensive division of labor, centralized control, formal communication, etc. Suitable for relatively stable industries. However, the industry also has potential risks, and it is impossible to make major changes to the market environment.

Second, the groundbreaking strategic organization. Technology has great flexibility. All engineering and technical problems are how to avoid being trapped in a single technology for a long time, and this problem is often solved by developing a variety of technologies and standard technologies with low mechanization and exceptions. Administrative management has great flexibility and adopts an "organic" mechanism. Including high-level management composed of experts in marketing and R&D, extensive planning, decentralized control and horizontal and vertical communication focusing on output results. In the process of constant change, the impact of environmental turmoil can be reduced, but there are risks of low profits and scattered resources. Without efficiency, it is difficult to get the maximum profit.

Third, analytical strategic organization. While seeking new products and market opportunities, keep traditional products and markets.

Market transformation is accomplished by imitating the products or markets that have been successfully developed by pioneer organizations, while retaining the characteristics of defensive organizations and relying on a number of fairly stable products and markets to ensure the main part of their income. Need to balance the flexibility and stability of technology. The main task is how to distinguish all aspects of the organizational structure, so as to adapt to the stable and changing business and balance the two businesses. This problem can be solved by the matrix structure of analytical organization. The coexistence of stability and flexibility limits the adaptability of the organization to some extent. If an analytical organization cannot maintain the necessary balance between strategy and structure, its greatest danger is that it is neither effective nor efficient.

Fourth, reactive strategic organization. In view of its external environment, it adopts a turbulent adjustment model and lacks a mechanism to improvise in a changing environment. Usually, they will react inappropriately to environmental changes and uncertainties, and then they will be ineffective in implementation and hesitate about future business actions. As a result, the reactive tissue is always in an unstable state.

There are three main reasons why enterprise organizations become reactive organizations:

(1) There is no clear corporate strategy statement at the decision-making level;

(2) The management has no organizational structure to which the existing strategy can be applied;

(3) only pay attention to maintaining the existing relationship between strategy and structure, ignoring the changes of external environmental conditions.