Strategy according to Henry Mintzberg

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<ul><li> 1. Strategy according to Henry Mintzberg Business Strategy Business &amp; Administration The University of Winnipeg</li></ul> <p> 2. The Strategy Concept I: Five Ps for Strategy, California Management Review Vol. XXX, No.1, Fall 1987 </p> <ul><li>Henry Mintzberg </li></ul> <ul><li><ul><li>McGill University </li></ul></li></ul> <p> 3. Strategy can mean a Plan </p> <ul><li>Conscious, purposeful consideration in advance of future actions. </li></ul> <ul><li>Strategy =&gt; future actions </li></ul> <ul><li><ul><li>Does that mean any plan is a strategy? </li></ul></li></ul> <p> 4. What makes a plan strategic </p> <ul><li>The time horizon it covers? </li></ul> <ul><li>Its purpose? </li></ul> <ul><li>The type of future actions it covers? </li></ul> <ul><li>The type of choices it implies? </li></ul> <p> 5. Strategy can mean a Ploy </p> <ul><li>Short-term specific plan designed to achieve a specific (usually competitive) result </li></ul> <ul><li><ul><li>For example, a negotiation strategy </li></ul></li></ul> <p> 6. Strategy can mean aPattern! </p> <ul><li>Consistencywhether intended or notin a pattern of past actions! </li></ul> <ul><li>Pastactions =&gt; implicit strategy! </li></ul> <p> 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 </p> <ul><li>Strategies as plans are not always realized </li></ul> <ul><li>Realized strategies are not always the result of a plan! </li></ul> <p> 9. Strategy can mean aPosition </p> <ul><li>Organizations relationship to its environment (markets and competitors) </li></ul> <ul><li><ul><li>What an organization stands for, wants to become, or just is </li></ul></li></ul> <ul><li><ul><li><ul><li>Air Canada Canadas National Airline </li></ul></li></ul></li></ul> <ul><li><ul><li><ul><li>Amazon.com theInternet-retailing portal </li></ul></li></ul></li></ul> <ul><li><ul><li><ul><li>Wal-Mart the lowest price place to buy things </li></ul></li></ul></li></ul> <p> 10. Strategy can be aPerspective </p> <ul><li>An organization-wide view of the organization itself and how the world around it works </li></ul> <ul><li><ul><li>For example: </li></ul></li></ul> <ul><li> The University of Winnipeg is a liberal arts institution. </li></ul> <ul><li>Access and Excellence are compatible goals. </li></ul> <p> 11. Interrelating the Five Ps </p> <ul><li>An emerging Pattern can be recognized, and formalized into a Plan for the future </li></ul> <ul><li>Strategy as Plan or Pattern can lead to a Strategy as Position and / or Perspective </li></ul> <ul><li>A sequence of Ploys can become a Pattern </li></ul> <ul><li>Perspective can constrain all the others </li></ul> <p> 12. The Strategy Concept I I : Another look at why Organizations need Strategies California Management Review Vol. XXX, No.1, Fall 1987 </p> <ul><li>Henry Mintzberg </li></ul> <ul><li><ul><li>McGill University </li></ul></li></ul> <p> 13. Organizations need Strategies to Set Direction </p> <ul><li>Strategy determines where an organization is going </li></ul> <ul><li><ul><li>but shouldnt become a straightjacket which precludes interesting side trips! </li></ul></li></ul> <p> 14. Organizations need Strategies to Focus Effort and promote Coordination </p> <ul><li>Strategy helps to get everybody on the same page pulling together </li></ul> <ul><li><ul><li>but shouldnt preclude individuals from experimenting with new ideas! </li></ul></li></ul> <p> 15. Organizations need Strategies to Define themselves </p> <ul><li>Strategy helps to make an organization comprehensible </li></ul> <ul><li><ul><li>but can something as complex as a (large) organization really be well understood, especially by those outside it? </li></ul></li></ul> <p> 16. Organizations need Strategies to Define themselves </p> <ul><li>BCE Graphic </li></ul> <p> 17. Organizations need Strategies to Provide Consistency </p> <ul><li>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 </li></ul> <ul><li><ul><li>which can be a bad thing if the environment changes! </li></ul></li></ul> <p> 18. In summary.. Organizations need Strategies.. </p> <ul><li>To set direction </li></ul> <ul><li>To focus effort and promote coordination </li></ul> <ul><li>To define themselves </li></ul> <ul><li>To provide consistency </li></ul> <ul><li><ul><li>but too much of strategys benefits can be a bad thing! </li></ul></li></ul> <p> 19. Strategy according to Henry Mintzberg </p> <ul><li>What seems to be the fundamental purpose of an organization in this approach to strategy? </li></ul>