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Crafting Strategy
Crafting Strategy
HENRY MINTZBERG
PLANNING / CRAFTING?
PLANNER
Future is being
considered
Someone who analyzes
Someone who can
transfer knowledge
Someone with no
CRAFTSMAN
Past, present as well as
future is being considered
Someone who senses
Someone with tacit
knowledge
Someone with long
experience, dedication and
commitment can perform
the job
Thinking
Action
Deliberate Strategy
Emergent Strategy
EXAMPLE
In 1886, a pharmacist John Pemberton, who
QURAT-UL-AIN SALIK
142104
Strategy
.Morale boosting theatrical shots
.Animated experimental films by
Norman McLaren
2. Consensus
Strategy
1952, arrival of Television
in Canada
Reluctant senior
management
one filmmaker took
initiative and open path for
others
Strategy arouse
spontaneously by many
independent decisions
Deliberation
combined Control
with
Flexibility
Organizational learning
Umbrella strategy
2. Process strategy
Senior management
broad outline
Leaves specifics to others
Strategic reorientations
Brief
Quantum leaps
Quantum leaps
Major shift in strategic change
Very rare
Jumping outside of the comfort zone or boundary
Power looms air jet looms
Petrol cars hybrid cars
Cycles of change
Innovative companies
Change for creativity
Stability to find order
in resulting chaos
Example:
National Film Board
1940, concentrated production
No creativity: imitable
competencies ;
Volkswagen work and
world passes by them.
Only creativity: identity
crises, and no
distinctive competency.
BUSHRA JAVAID
Manage Stability
To manage strategy , is not so much to promote change as to
Detect discontinuity
The real challenge in crafting strategy lies in detecting the
Manage Patterns
A key to managing strategy is the ability to detect emerging
reap
Managers who are obsessed with either change or stability are
bound eventually to harm their organizations.
As pattern recognizer , the manager has to able to sense when to
exploit an established crop of strategies and when to encounter
new strains to displace the old.
Tracking strategy
Initiated a research project at McGill university, tracked the
strategies of 11 organizations
First stepdeveloped chronological lists and graphs of the
most important actions taken by each organization
Second stepinferred pattern in these actions and labeled as
strategies
Third stepidentify the distinct periods in the inferred
strategies
Used interviews and in- depth reports to study what appeared to
be the key points of change in each organization strategic
history.
Three themes
The interplay of environment, leadership and organization
The pattern of strategic change
Process by which strategies formed
Conclusion
Crafting strategy like managing craft, requires a natural