This paper examines the limitations of traditional operational approaches within strategic management in the context of increasing environmental dynamism, digital transformation, and heightened competitive pressures. Building on established strategy and operations literature, the study adopts a conceptual research design to identify how structural rigidity, hierarchical coordination, and insufficient integration of digital capabilities constrain strategic responsiveness and value creation. The paper develops an adaptive strategic operations model that foregrounds agility, digitally enabled coordination, and data-informed decision-making as mechanisms through which firms can better align operational processes with evolving strategic priorities. Rather than proposing a prescriptive solution, the model offers an analytically grounded framework that explains how operational adaptability can function as a dynamic capability supporting sustained competitive advantage. The study contributes to strategic management scholarship by extending classical perspectives on operational alignment and dynamic capabilities into contemporary, technology-intensive contexts. It further outlines implications for strategic decision-makers regarding the design of operational systems that support strategic flexibility, organizational learning, and long-term performance. The framework provides a basis for future empirical investigation across industries and institutional settings, particularly in environments characterized by uncertainty and rapid technological change.
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