Philip Selznick在1957，实际上使用了“独特的能力”这个短语来说明海军是如何试图将自己与其他一些服务区分开来的。塞尔兹尼克还从内部方面提出了相应的公司外部环境条件的建议。这种独特的能力概念在1963被Kenneth Andrews进一步细化到SWOT分析中，根据企业的机会和威胁，对企业的弱点和优势进行评估。
安索夫认为，战略管理可以利用网格有条不紊地计划未来。此外，Igor Ansoff曾在Alfred Chandler的思想开发了一个词汇。安索夫发明评价策略，市场饱和，产品扩张，市场增长的一个网络，多元化和纵向和横向的融合。书中的企业战略，安索夫建立差距分析明确现有的真理之间的差距和目标，将他称为“差距行动”。企业战略管理，他定义的三个组成部分：战略管理；在处理其内部的电阻来改变一个公司的能力和公司改变其计划付诸现实的灵巧性（Ansoff I.，1965）。
Before I probe into numerous popular definitions of strategic management, I prefer my version:
Strategic management focuses on incorporating production/operations, administration, finance/accounting, marketing, research and development, along with information systems to obtain organizational success. It is a phenomenon of implementing, analysing and formulating decisions that allow a company to attain its goals. Occasionally the term strategic management is used to describe technique formulation, implementation, and assessment, with strategic decision making referring just to strategy formulation. The objective of strategic management is to produce new and possibilities for the future in contrast, attempt to optimize for the future the current trends.
Origins: History and Development
Philip Selznick in 1957, actually used the phrase “distinctive competence” illustrating how the Navy was trying to discriminate itself from several other services. Selznick additionally dignified the suggestion of corresponding the company’s exterior environmental conditions with the internal aspects. This distinctive competence concept was further refined by Kenneth Andrews in 1963 into SWOT analysis, where the weaknesses and strengths of an enterprise are evaluated based on the opportunities as well as threats in the business setting.
Synergy between functions was generally managed by practicing managers who communicated the information backward and forward among divisions. Chandler identified the relevance of collaborating strategic management task in an all-inclusive strategy. Alfred worried the relevance of considering a long term standpoint while preparing for the future. In his pioneering work Strategy and Structure published in 1962, Alfred Chandler revealed that a lasting collaborated strategy was needed to offer a company framework, focus and direction.
Ansoff felt that strategic management might make use of the grid to methodically plan for the future. Furthermore, Igor Ansoff worked on Alfred Chandler’s ideas and developed a vocabulary. Ansoff invented a network that evaluated strategies for market saturation, product expansion, market growth, diversification and vertical and horizontal amalgamation. In the book Corporate Strategy, Ansoff established gap analysis to make clear the gap among the present truth and the targets and to extend what he referred as “gap reducing actions “. In Corporate Strategy, he defined three components of management: strategic management; the capability of a company in handling its internal resistance to change and the dexterity of a company in changing its plans into realism (Ansoff I., 1965).