strategy according to henry mintzberg

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  • 1. Strategy according to Henry Mintzberg Business Strategy Business & Administration The University of Winnipeg

2. The Strategy Concept I: Five Ps for Strategy, California Management Review Vol. XXX, No.1, Fall 1987

  • Henry Mintzberg
    • McGill University

3. Strategy can mean a Plan

  • Conscious, purposeful consideration in advance of future actions.
  • Strategy => future actions
    • Does that mean any plan is a strategy?

4. What makes a plan strategic

  • The time horizon it covers?
  • Its purpose?
  • The type of future actions it covers?
  • The type of choices it implies?

5. Strategy can mean a Ploy

  • Short-term specific plan designed to achieve a specific (usually competitive) result
    • For example, a negotiation strategy

6. Strategy can mean aPattern!

  • Consistencywhether intended or notin a pattern of past actions!
  • Pastactions => implicit strategy!

7. Strategies are both plans for the future and patterns from the past - Henry Mintzberg, Crafting Strategy Harvard Business Review, July-August, 1987 8. Planning and Realization

  • Strategies as plans are not always realized
  • Realized strategies are not always the result of a plan!

9. Strategy can mean aPosition

  • Organizations relationship to its environment (markets and competitors)
    • What an organization stands for, wants to become, or just is
      • Air Canada Canadas National Airline
      • theInternet-retailing portal
      • Wal-Mart the lowest price place to buy things

10. Strategy can be aPerspective

  • An organization-wide view of the organization itself and how the world around it works
    • For example:
  • The University of Winnipeg is a liberal arts institution.
  • Access and Excellence are compatible goals.

11. Interrelating the Five Ps

  • An emerging Pattern can be recognized, and formalized into a Plan for the future
  • Strategy as Plan or Pattern can lead to a Strategy as Position and / or Perspective
  • A sequence of Ploys can become a Pattern
  • Perspective can constrain all the others

12. The Strategy Concept I I : Another look at why Organizations need Strategies California Management Review Vol. XXX, No.1, Fall 1987

  • Henry Mintzberg
    • McGill University

13. Organizations need Strategies to Set Direction

  • Strategy determines where an organization is going
    • but shouldnt become a straightjacket which precludes interesting side trips!

14. Organizations need Strategies to Focus Effort and promote Coordination

  • Strategy helps to get everybody on the same page pulling together
    • but shouldnt preclude individuals from experimenting with new ideas!

15. Organizations need Strategies to Define themselves

  • Strategy helps to make an organization comprehensible
    • but can something as complex as a (large) organization really be well understood, especially by those outside it?

16. Organizations need Strategies to Define themselves

  • BCE Graphic

17. Organizations need Strategies to Provide Consistency

  • Strategy helps an organization to make sense of its environment, and protects it against distraction so that it can get on with what it has decided to do
    • which can be a bad thing if the environment changes!

18. In summary.. Organizations need Strategies..

  • To set direction
  • To focus effort and promote coordination
  • To define themselves
  • To provide consistency
    • but too much of strategys benefits can be a bad thing!

19. Strategy according to Henry Mintzberg

  • What seems to be the fundamental purpose of an organization in this approach to strategy?