Title: Strategy, Strategy Strategy
1Strategy, Strategy StrategyHang on, here we go!
2I was in a warm bed and suddenly Im part of a
planWoody Allen in Shadows and Fog
3Ten schools 91(Mintzbergs view!)
- Prescriptive, normative
- How strategies should be formulated
- The Design school
- informal design
- originated in the 1960s
- basis for the following two
- The Planning school
- systematic process of formal planning
- originated in the 1970s
- The Positioning school
- selection of strategic positions
- originated in the 1980s
- Descriptive
- How strategies do get made
- The Entrepreneurial school
- creation of vision by leaders
- The Cognitive school
- enter into the strategists mind
- The Learning school
- strategies must emerge in small steps
- The Power school
- a process of negotiations
- The Cultural school
- strategy rooted in the culture of an organization
- The Environmental school
- strategy is a reactive process to the firms
external context
4And then there is 10
- The Configurational School
- combines all above!
5Here is another approach
6A Cognitive Perspective of Strategy
- Six perspectives which can exist separately or
jointly - Strategy is an integrated decision-making model
of the firm can be very simple or extremely
complex! - Strategy enforces the long-term mission of the
firm - Strategy determines the competitive scope of the
firm - Strategy is the operationalisation of the SWOT-
analysis - Strategy provides a system of structures for
corporate, SBU, and functional leadership - Strategy provides an interactive model between
the firm and its shareholders and stakeholders
7Strategy as a set of techniques
- Portfolio planning, agenda, benchmarking,
outsourcing, lean and agile management, total
quality management, business process
reengineering, competence-based competition,
Malcolm Baldrige, quick ratios, customer
relationship management, SBU-thinking, key or
critical success factors, fortify-and-defend
strategies, joint ventures, strategic alliances,
networking, and balanced scorecard - How-to tools as opposed to what-to-do
8Logic Concepts in Strategic Thinking
9Norm Humane
- Norm
- Seek to prescribe what firms ought to do, what is
accepted, important, and relevant. - planning concepts
- systematic approach to express where the firm
ought to be in the future and what it ought to do
to achieve the set of goals. - evolved in the 1960s and 1970s
- widely popular and are still.
- have been used the most by business
- Humane
- Addressed issues like leadership
- what is good leadership
- what kind of charactersitics a good leader should
possess - describing the cultures existing in companies
- managerial work
10Logic concepts (LC)
- Embrace the idea of understanding
- The notion of intentional strategy
- requires some shared beliefs, values, norms, and
objectives - Several levels and dimensions
- Implicit expressions of logic
- business idea (Normann, 1975)
- business definition (Abell, 1980)
- value chain (Porter, 1985)
- activity system (Porter, 1996)
- Explicit
- logics of action (Karpik, 1981)
- dominant logic (Prahalad and Bettis, 1986, von
Krogh and Roos, 1996) - strategy logic (Näsi et al, 1996)
- Macro and Micro level LC
- Macro
- Industry Recipe (Grinyer and Spender, 1979)
- Industry Wisdom (Hellgren and Melin, 1993)
- Micro
- Company paradigm (Spender, 1980, Johnson and
Scholes, 1988) - Strategic way of thinking
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14The Reality in Logic Concpets in Strategic
Thinking
15Three layers of ST stakeholders
16The tension in strategy-making
17Just What is Strategy?!!Write a Key Learning
note of Logic Concepts in Strategic Thinking and
of Strategy as Simulacra Max. 5 pages
- Turn in No later than Feb 15
- They will help you on the path of your long paper
but also in the workshops