CRAFTING STRATEGY. Image of strategy: Rational control, Systematic analysis, Clear strategies, >>> a “planning” Image > not necessarily accurate Crafting Strategy:>>> better captures the process of strategy development, and how strategies get made.
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CRAFTING STRATEGY • Image of strategy: • Rational control, • Systematic analysis, • Clear strategies, • >>> a “planning” Image > not necessarily accurate • Crafting Strategy:>>> better captures the process of strategy development, and how strategies get made
Both plans for the future and patterns from the past • - a plan need not produce a pattern • a pattern need not result from a plan • Need not be deliberate – they can also emerge • - strategies can be formed as well as formulated • - sometimes we end up with “unrealized strategies” • > need to distinguish between • formulation and implementation • - “Hands” and “Minds” should not be separated • - Actions may converge to form EMERGENT Strategies • - Purely deliberate strategies neglect learning • - Purely emergent strategies neglect control • -- no organization operates at these extremities
EFFECTIVE STRATEGIES DEVELOP IN ALL KINDS OF • STRANGE WAYS • -- often through the most unexpected means • -- may even stumble into a strategy • Grass-roots Strategy Making; • -- Strategies may be deliberately emergent • > Umbrella Strategy • > Process Strategies
SOMETIMES STRATEGIC ORIENTATIONS HAPPEN IN BRIEF, • QUANTUM LEAPS • >>>>Quantum Leaps OR • >>>>Cycles of Change • TO MANAGE STRATEGY IS TO CRAFT THOUGHT AND ACTION, • CONTROL AND LEARNING, STABILITY AND CHANGE • -- Manage Stability • -- Detect Discontinuity • -- Know the Business • -- Manage Patterns • -- Reconcile Change and Continuity
WHAT THE HELL IS “MARKET ORIENTED?” • Information on all important buying influences permeates all corporate functions • Strategic and tactical decisions are made interfunctionally and interdivisionally • Divisions and functions make well-coordinated decisions and execute them with a sense of commitment.