Mintzberg Ahlstrand Lampel: Strategy...
Transcript of Mintzberg Ahlstrand Lampel: Strategy...
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Slide 1.1
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Mintzberg – Ahlstrand – Lampel:
Strategy Safari
Introducing Strategy
Slide 1.2
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Overview
• Why strategy?
• The ‘pros’ and ‘cons’ of having a strategy
• The many faces of strategy
• The evolution of strategy as a field
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
The strategy beast
(Areas of agreement)
• Strategy affects overall welfare of the
organization.
• Strategy concerns both organizations and their
environments.
• Strategy involves complex tradeoffs.
• Strategy forms on different levels.
• Strategy involves issues of both content and
process.
• Strategy is a “two-edged” sword.
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Strategy
sets direction
• Chart a course
• Create and maintain cohesion
• Wrong direction
Strategies for better
……………….and for worse
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Strategy
focuses effort
• Promotes coordination
• Reduces disorder
• No peripheral vision
• “Groupthink”
Strategies for better
……………….and for worse (Continued)
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Strategy defines
the organization
• Captures essential meaning
• Creates shared identity
• Loss of richness
• stereotyping
Strategies for better
……………….and for worse (Continued)
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Slide 1.7
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Strategy provides
consistency
• Reduces ambiguity
• Explains the world
• Can reduce creativity
• Simplify to the point of distortion
Strategies for better
……………….and for worse (Continued)
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
The many faces of strategy Intuitive Meaning
Plan Pattern Position Perspective Ploy
Deliberate Emergent
Planned
Entrepreneurial
Ideological
Umbrella
Process
Disconnected Imposed
Consensus
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Intuitive meaning
The creation of a close relationship between
actions and preferred outcomes
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
• Specify future choices
• Made in advance of action
• Calculated towards achieving
objectives
Figure 1.1a Strategies ahead and behind
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Slide 1.11
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
• Without preconception
• Driven by actions; not design
• Consistency in behavior
(whether or not intended)
Figure 1.1b Strategies ahead and behind (Continued)
Slide 1.12
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
• A match between organization
and context
• A unique place in the environment
• Finding and sustaining
rent creating situations
Figure 1.3a Strategies above and below
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Slide 1.13
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
• Collective concept
• A world view
• Intensely shared
• The “character” of an organization
Figure 1.3b Strategies above and below (Continued)
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Figure 1.2 Strategies deliberate and emergent
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Slide 1.15
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Figure 1.4 Changing position and perspective
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Planned
strategy
Entrepreneurial
strategy
Ideological
strategy
Process
strategy
Disconnected
strategy
Consensus
strategy
Imposed
strategy
From the rather deliberate to the
mostly emergent
Umbrella
strategy
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Slide 1.17
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Types of strategies
• Planned
• Entrepreneurial
• Ideological
• Umbrella
• Process
• Disconnected (Clandestine)
• Consensus (Spontaneous)
• Imposed
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Planned strategy
Precise
Intentions Surprise during implementation
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Entrepreneurial strategy
Personal
Intentions Vision
Opportunistic emergence
Deliberate actualization
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Ideological strategy
Collective
vision
Share
values
Intended to be
deliberate
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Umbrella strategy
Leadership in
partial control
Targets
and/or
Limits
Partly
deliberate
Partly
emergent
Deliberately
Emergent
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Process strategy
Process of decision
making at the top
Content of
decisions below
Deliberately
Emergent
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Slide 1.23
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Disconnected strategy
Subunit
Deliberate
Patterns
Convergence
for the whole
Collective
Patterns
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Consensus strategy
Mutual
Adjustment Emergence
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Imposed strategy
organization
Adaptive
Response
Organizationally
Emergent
Slide 1.26
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
The ten schools of strategy
1. Design: a process of conception
2. Planning: a formal process
3. Positioning: an analytical process
4. Entrepreneurial: a visionary process
5. Cognitive: a judgmental process
6. Learning: an emergent process
7. Political: a process of negotiation
8. Cultural: a collective process
9. Environmental: a reactive process
10. Configuration: a process of transformation
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Why ten schools?
• Organizations can vary widely.
• Organizations can change greatly.
• Theories of dynamic systems are often either too simple
or too complex.
• Understanding social systems requires
understanding not only outcomes, but also intentions.
• Contingency is crucial.
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Economics Psychology
Sociology
Anthropology
Biology
Political Science
Prescriptive
Schools Descriptive
Schools
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
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Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, © Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009
Evolution of Ten Schools (Continued)