Post on 21-Feb-2017
transcript
CRAFTING STRATEGY
P R E S E N T E D B Y :N G U Y E N M I N H T U A N
N G U Y E N V O H U Y B A O
Henry Mintzberg
1 . S T R AT E G Y F R O M M I N T Z B E R G ’ S V I E W
2 . C R A F T I N G S T R AT E G Y - M I N T Z B E R G ’ S T H E O RY
3 . TA K E AW AY
STRATEGYPlanning• Reason• Control• Analysis• Stability
Crafting• Learning• Harmony• Learning• Change
STRATEGY• The crafting image better captures the process
by which effective strategies come to be• Managers are craftsmen and strategy is their
clayManager
s
Strategy
STRATEGIES ARE BOTH PLANS FOR THE FUTURE & PATTERNS FORM THE PAST
People’s thoughts of Strategya plan or explicit guide to future behavior.
People’s acts of Strategy:consistency of past behavior – a pattern in action over time.
PLAN PATTERN
STRATEGIES ARE BOTH PLANS FOR THE FUTURE & PATTERNS FORM THE PAST
Source: http://www.cafeios.net
STRATEGIES NEED NOT DELIBERATE – THEY CAN ALSO EMERGE• Strategy making depicts it as a deliberate process• First we think, then we act• We formulate, then we implement
Why would anybody want to proceed differently?
STRATEGIES NEED NOT DELIBERATE – THEY CAN ALSO EMERGE
Source: www.flatworldknowledge.com
STRATEGIES NEED NOT DELIBERATE – THEY CAN ALSO EMERGE
What does this example imply?
EFFECTIVE STRATEGIES DEVELOP IN ALL KINDS OFF STRANGE WAY• Effective strategies can show up in the
strangest places and develop through the most unexpected means• There is no best way to make strategy• Example of Facebook
EFFECTIVE STRATEGIES DEVELOP IN ALL KINDS OFF STRANGE WAY
Grass-roots approach
Umbrella Strategy
STRATEGIC REORIENTATIONS HAPPEN IN BRIEF, QUANTUM LEAPS
Concept of strategy: • is rooted in stability, not change
Conventional strategic management• Change must be continuous• Organization should be adapting all
the time.VS
QUANTUM LEAPS• Resolve opposing force of change and force of
stability– Attending first to one, then to the others– Clear periods of stability– Change can be distinguished in any
organization.Particular strategy may always be changing
marginally. Major change in strategic orientation occurs rarely.
Common pattern of change in organization: Organization adopts two distinctly different modes of behavior at different times.
– Change in context of orientation. It is encouraged to seek continuous improvement.
– Take place a strategic revolution to leap to a new stability quickly.
CYCLES OF CHANGE• Pattern “adhocracy” has more balanced stability
and change.• It is used for companies are in the business of
producing new, unusual outputs apparently need to go with all directions from time to time. Organization needs to settle down after each period
• Example: National Film Board produce individual or custom-made products in different periods
– Concentrated on aid of war films in 1940s– Make films series on TV in 1950s.– Evoke experimental films and social issues in
1960s
MANAGE STRATEGY• Additional view of strategists: Who are involved
or responsive to learn about their organizations and industries through personal touch.
• Manage stability: not to create strategy, but get on with making organization as effective as possible in following the strategies created.
• Detect discontinuity: manage within strategic orientation to be able to pick out the occasional discontinuity
• Know the business, manage patterns, reconcile change and continuity
KEY TAKEAWAY
Crafting strategy of Mintzberg's thoughts
• Strategies are both plans for the future and patterns from the past.• Strategies need not be deliberate - they can
also emerge.• Effective strategies develop in all kinds of
strange ways.• Strategic reorientations happen in brief,
quantum leaps.• Management strategy is crafting thought and
action, control and learning, stability and change.
REFERENCES• Mintzberg, H. (1987, July–August). Crafting
strategy• http://catalog.flatworldknowledge.com/bookhu
b/reader/3085?e=ketchen_1.0-ch01_s02• https://www.youtube.com/watch?v=u-dDl
RdLhWI
Thank You!