Crafting strategy mintzberg summary
Purely deliberate strategy precludes learning once the strategy is formulated; emergent strategy fosters it. Craft evokes traditional skill, dedication, perfection through the mastery of detail.
Can we call this strategy deliberate? They can also stimulate others to think strategically.
Strategic management cycle
We will finish with a short conclusion. Advocates of strategic planning often urge managers to plan for perpetual instability in the environment for example, by rolling over five-year plans annually. The Steinberg chain was built and run for more than half a century by a man named Sam Steinberg. Although this article was written under two decades ago, it still sounds very innovative and thought provoking. Mintzberg uses this article to directly build on some of the other models, but accomplishes this by using a new analogy, the craftsman and the manager. This is Mintzberg underlying statement for the article. Consider first what we call the umbrella strategy. The strategist must also be someone who is involved and connected with their industry and who is personally involved with the industrial processes. Virtually everything that has been written about strategy making depicts it as a deliberate process. IBM used the umbrella strategy in the early s with the impending series, when its senior management approved a set of broad criteria for the design of a family of computers later developed in detail throughout the organization. While strategy is a word that is usually associated with the future, its link to the past is no less central. So we find long periods of stability broken by short disruptive periods of revolutionary change.
The job of the manager is not just to preconceive specific strategies but also to recognize their emergence elsewhere in the organization and intervene when appropriate.
This quantum theory of change seems to apply particularly well to large, established, mass-production companies.
Crafting strategy book
Sheridan: c. In a short magazine article, this assumption is understandable. It is no doubt that there are still many debates towards strategy concept. Mintzberg, Henry. We formulate, then we implement. He also points out that strategy is as much of a plan as it is a reflection of the past and finding patterns in the organization. Clear periods of stability and change can usually be distinguished in any organization: while it is true that particular strategies may always be changing marginally, it seems equally true that major shifts in strategic orientation occur only rarely. Richard T. As well it should. In effect, they pursue their own strategies. After all, strategy means control—the ancient Greeks used it to describe the art of the army general. Change and flexibility can happen in the midst of stability. Strategists may be those on the front lines, so to speak. At work, the potter sits before a lump of clay on the wheel. Managers may have to live strategy in the future, but they must understand it through the past.
That is the essence of crafting strategy. At times, indeed, they may be valid. Reconcile Change and Continuity Finally, managers considering radical departures need to keep the quantum theory of change in mind.
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