In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since 1965: strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron—that strategy cannot be planned because planning is about analysis and strategy is about synthesis. That is why, he asserts, the process has failed so often and so dramatically.
"Mintzberg critiques the formalized and analysis-driven strategic planning process. This approach to strategic planning is even more inadequate today than it was in 1994. Managers who still rely on such a planning-based strategy process should first read this book before they grab one of the newer ones that offer more timely approaches.The rise and fall of strategic planning is grounded in solid research. It is full of quotations and references. Despite that, it is not hard to read. Much like in the Strategy Safari I could virtually sense Mintzberg’s pleasure to identify and highlight all the weaknesses of strategic planning.”—The Manager
In this book, the author illustrates using real life experiences how a firm should analyze the competition and position itself in such a way that it pulls a fair share of the market. In the book, the author covers the need for a firm to establish a value chain and add
This book is a business classic that redefined the leadership skills of people after World War I. It is made up of chronicles of lives of some of the most popular people in the 20th century, including former U.S. president D. F. Roosevelt and the steel king, Charles Schwarb. The book
Tactics is based upon fifty interviews conducted for the book with men and women who have been outstandingly successful in a variety of fields. With his usual perceptiveness, Edward De Bono, one of the greatest revolutionary thinkers of our time, analyses their different paths to success, revealing that underneath their different
Organizations have to engage in the process of planning in order to coordinate their activities to ensure integration of all processes and procedures.
The issue is not simply whether management is committed to planning. It is also whether planning is committed to management; whether commitment to planning engenders commitment to strategy making, to the strategies that result from that process, and ultimately to the taking of effective actions by the organization; whether the very nature of planning actually fosters managerial commitment to itself.
When planners own the process, taking charge of the integration of the different subunit plans, in effect they remove control over strategy from the very people who are supposed to think it through. That undermines commitment to the strategy making process as well as to its resulting strategies.
Accepting that plans themselves are necessary to function in free society does not lead to the conclusion that the process of planning is itself fundamentally democratic.
When plans are clearly articulated, they tend to breed resistance to change. Plans are meant for coordination and the more tightly coordinated the plan is, the less flexible it must be.
Planning is obsessed with control—of decisions and strategies, of the present and the future, of thoughts and actions, of workers and managers, of markets and customers.
Planners may see their procedures as merely bringing order and rationality—in effect, coordination—to decision making, but they fail to see that coordination is control.
The conditions surrounding the strategy making process may be dynamic, but a general assumption behind much of the planning literature is that the process itself is not: it is an unhurried process that unfolds on a predetermined schedule, with carefully considered formulation followed by tightly controlled implementation.
The process of strategy making must always be dynamic, precisely because it is about change and one can never know when and how environments will change.
To achieve successful strategic planning, then the scenarios must be formally factored into the organization’s plans. To turn a set of scenarios into a deterministic plan would not make sense, unless there is overwhelming confidence in one of them.
The Malcolm Baldrige Award is given annually to companies that have extremely high quality. In 1990, the Wallace Company, a family-run distributor of pipes and valves in Houston won in the small business category. Unfortunately, glowing reviews about the company didn’t transfer into results. Quality alone wasn’t the recipe for success.
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
The quantity of work to be done, or that the manager chooses to do, during the day is substantial and the pace is unrelenting. Why do managers adopt this pace and workload? One major reason is the inherently open-ended nature of the job. The manager must always keep going, never sure