Strategy and Practice 1 - Introduction

• the what of strategy - decisions, goals objectives
• the how of strategy - who was involved, continuous or discontinuous, the drama and the story
• the strategy context - factors, environment, culture, markets, nationalities

Mintzberg - Crafting Strategy - thr process of strategy is more important the planned part of strategy Mintzberg - Organigraphs - rich pictures rather than traditional M-form etc Mintzberg - Rise and Fall of Strategic Planning - Emergent practiced-based strategy Mintzberg - Strategy Safari - We can identify many streams of though and we should understand all of them Whittington - Strategy as Practice - The state of strategy at the end of the 20C - Cummings Angwin The Future Shape of Strategy

• • The clasical - rationality and analysis
  • Evolutionalry - unpredictability of environment
  • Processual - pragmatic approach adapting and learning
  • Systemic - importance of culture and affects on the conceptualization of the strategy process

[Design School] Classical - looking at rhe ointernal strenghts and weaknesses of the org. Formulating clear stratgeies based on rational thought [Planning School] Design school plus check lists and frameworks such as [Porter's Five Forces] [Positioning School] Classical prescriptive using [Boston Box], [GE Attractiveness] [Environmental School]- Implicit and explicit influence of business environment is taken into account. Managers have far less [Agency Theory] [Learning School] - Strategy emerging over time. Other influencing factors, questioning assumptions. Interwining strategic formulation and implementation [Cognitive School] Understanding the mental processes in the head of the stratgeist - [Ohmae - The Mind of the Strategist] [Consensus School] Strategy development coming form emerging consensus of strategists as they learn frm each other [Power School] - Strategy as power, co-ercion, politics, bargaining and Macro Power - JV's, Network Organizations [Cultural School] The influence of corporate, regional and national culures to explain strategy [Entrepreneurial School] - Visions and perspectives embodied in entrepreneurs [Process School] - Senior management control the processes by which strategy is developed leaving determinatoin to others - parenting in a disionalized organization [Configuration School] - sees oprganizations as clusters of resources and characteristics and behaviours that are mapped and configured

Mintzberg........................................Mintzberg/Waters........................................Whittington Planning Design Postioning.......................................Intended......................................................Classical

Environmental..................................Unrealised..................................................Evolutionary

Learning Cognitive Consensus.....................................Learning.....................................................Processual

Power Cultural Entrepreneurial Process..........................................Emergent..................................................Systemic

!!Themes in strategy and practice

• Increasing pace of change and uncertianty
• Increasing inability to rely on best practice and more on corprate intangibles
• Mocement away from one best way and a focus of the conext of the org
• Away from simple either or ie local or global to paradoxical can we be local and gloabl big and nimble

De Wits strategic tensions or paradoxes

• • Intended v emergent
  • Profitiability v reponsibility
  • Global v local