mintzberg ahlstrand lampel: strategy...

1.10.2012

1

Slide 1.1

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Mintzberg – Ahlstrand – Lampel:

Strategy Safari

Introducing Strategy

Slide 1.2


Overview

• Why strategy?

• The ‘pros’ and ‘cons’ of having a strategy

• The many faces of strategy

• The evolution of strategy as a field

1.10.2012

2

Slide 1.3


The strategy beast

(Areas of agreement)

• Strategy affects overall welfare of the

organization.

• Strategy concerns both organizations and their

environments.

• Strategy involves complex tradeoffs.

• Strategy forms on different levels.

• Strategy involves issues of both content and

process.

• Strategy is a “two-edged” sword.

Slide 1.4


Strategy

sets direction

• Chart a course

• Create and maintain cohesion

• Wrong direction

Strategies for better

……………….and for worse

1.10.2012

3

Slide 1.5


Strategy

focuses effort

• Promotes coordination

• Reduces disorder

• No peripheral vision

• “Groupthink”


……………….and for worse (Continued)

Slide 1.6


Strategy defines

the organization

• Captures essential meaning

• Creates shared identity

• Loss of richness

• stereotyping



1.10.2012

4

Slide 1.7


Strategy provides

consistency

• Reduces ambiguity

• Explains the world

• Can reduce creativity

• Simplify to the point of distortion



Slide 1.8


The many faces of strategy Intuitive Meaning

Plan Pattern Position Perspective Ploy

Deliberate Emergent

Planned

Entrepreneurial

Ideological

Umbrella

Process

Disconnected Imposed

Consensus

1.10.2012

5

Slide 1.9


Intuitive meaning

The creation of a close relationship between

actions and preferred outcomes

Slide 1.10


• Specify future choices

• Made in advance of action

• Calculated towards achieving

objectives

Figure 1.1a Strategies ahead and behind

1.10.2012

6

Slide 1.11


• Without preconception

• Driven by actions; not design

• Consistency in behavior

(whether or not intended)

Figure 1.1b Strategies ahead and behind (Continued)

Slide 1.12


• A match between organization

and context

• A unique place in the environment

• Finding and sustaining

rent creating situations

Figure 1.3a Strategies above and below

1.10.2012

7

Slide 1.13


• Collective concept

• A world view

• Intensely shared

• The “character” of an organization

Figure 1.3b Strategies above and below (Continued)

Slide 1.14


Figure 1.2 Strategies deliberate and emergent

1.10.2012

8

Slide 1.15


Figure 1.4 Changing position and perspective

Slide 1.16


Planned

strategy

Entrepreneurial

strategy

Ideological

strategy

Process

strategy

Disconnected

strategy

Consensus

strategy

Imposed

strategy

From the rather deliberate to the

mostly emergent

Umbrella

strategy

1.10.2012

9

Slide 1.17


Types of strategies

• Planned

• Entrepreneurial

• Ideological

• Umbrella

• Process

• Disconnected (Clandestine)

• Consensus (Spontaneous)

• Imposed

Slide 1.18


Planned strategy

Precise

Intentions Surprise during implementation

1.10.2012

10

Slide 1.19


Entrepreneurial strategy

Personal

Intentions Vision

Opportunistic emergence

Deliberate actualization

Slide 1.20


Ideological strategy

Collective

vision

Share

values

Intended to be

deliberate

1.10.2012

11

Slide 1.21


Umbrella strategy

Leadership in

partial control

Targets

and/or

Limits

Partly

deliberate

Partly

emergent

Deliberately

Emergent

Slide 1.22


Process strategy

Process of decision

making at the top

Content of

decisions below

Deliberately

Emergent

1.10.2012

12

Slide 1.23


Disconnected strategy

Subunit

Deliberate

Patterns

Convergence

for the whole

Collective

Patterns

Slide 1.24


Consensus strategy

Mutual

Adjustment Emergence

1.10.2012

13

Slide 1.25


Imposed strategy

organization

Adaptive

Response

Organizationally

Emergent

Slide 1.26


The ten schools of strategy

1. Design: a process of conception

2. Planning: a formal process

3. Positioning: an analytical process

4. Entrepreneurial: a visionary process

5. Cognitive: a judgmental process

6. Learning: an emergent process

7. Political: a process of negotiation

8. Cultural: a collective process

9. Environmental: a reactive process

10. Configuration: a process of transformation

1.10.2012

14

Slide 1.27


Why ten schools?

• Organizations can vary widely.

• Organizations can change greatly.

• Theories of dynamic systems are often either too simple

or too complex.

• Understanding social systems requires

understanding not only outcomes, but also intentions.

• Contingency is crucial.

Slide 1.28


Economics Psychology

Sociology

Anthropology

Biology

Political Science

Prescriptive

Schools Descriptive

Schools

1.10.2012

15

Slide 1.29


Slide 1.30


Evolution of Ten Schools (Continued)

mintzberg ahlstrand lampel: strategy...

Documents