Key Takeaways
1. Strategy formation is a complex process influenced by multiple schools of thought
We are the blind people and strategy formation is our elephant.
Multiple perspectives: Strategy formation is a multifaceted process that cannot be fully understood through a single lens. Like the blind men trying to describe an elephant, different schools of thought in strategic management each capture important aspects of the strategy formation process, but none provide a complete picture on their own.
Complementary insights: The ten schools of thought identified in the book offer complementary insights into strategy formation:
- Prescriptive schools: Design, Planning, Positioning
- Descriptive schools: Entrepreneurial, Cognitive, Learning, Power, Cultural, Environmental
- Integrative school: Configuration
Practical implications: Managers and strategists should be aware of these different perspectives and draw on multiple schools of thought to develop a more comprehensive understanding of strategy formation in their organizations. This holistic approach can lead to more nuanced and effective strategic decision-making.
2. The design school emphasizes strategy as a process of conception and fit
To be perfectly frank, I'm not nearly as smart as you seem to think I am.
Conceptual approach: The design school views strategy formation as a process of conception, where strategies are designed to achieve a fit between internal capabilities and external opportunities. This school emphasizes the role of the chief executive as the primary strategist.
Key concepts:
- SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
- Achieving fit between organization and environment
- Clear and unique strategies
- Separation of formulation and implementation
Limitations: While influential, the design school's approach has been criticized for:
- Oversimplifying complex realities
- Neglecting emergent strategies
- Underestimating the importance of learning and adaptation
- Assuming a too-rational view of strategy formation
3. The planning school views strategy as a formal, systematic process
True management by exception, and true policy direction are now possible, solely because management is no longer wholly immersed in the details of the task itself.
Structured approach: The planning school advocates for a highly formalized, step-by-step approach to strategy formation. It emphasizes the use of formal techniques, checklists, and quantitative analysis to develop comprehensive strategic plans.
Key elements:
- Objectives setting
- External and internal audits
- Strategy evaluation
- Operationalization of strategies
- Scheduling the process
Criticisms: The planning school has faced several challenges:
- Difficulty in predicting and controlling the environment
- Over-reliance on formalization at the expense of creativity and learning
- Separation of planners from implementers
- Inflexibility in the face of rapid change
4. The positioning school focuses on analytical selection of generic strategies
We are the blind people and strategy formation is our elephant.
Analytical focus: The positioning school emphasizes the importance of industry analysis and the selection of generic competitive positions. It draws heavily on economic theories and introduces concepts like the five forces framework and value chain analysis.
Key contributions:
- Porter's five forces model of industry competition
- Generic strategies (cost leadership, differentiation, focus)
- Value chain analysis
- Strategic groups within industries
Limitations:
- Overemphasis on quantitative analysis at the expense of other factors
- Focus on established industries rather than emerging or rapidly changing ones
- Neglect of the role of organizational capabilities and learning in strategy formation
5. The entrepreneurial school centers on visionary leadership
If it is really a vision, you'll never forget it.
Leader-centric approach: The entrepreneurial school focuses on the role of a visionary leader in strategy formation. It emphasizes intuition, judgment, wisdom, experience, and insight in developing a strategic vision.
Key concepts:
- Vision as a mental representation of strategy
- Strategy as perspective
- Opportunity-focused approach
- Proactive leadership
Considerations:
- Dependence on the cognitive abilities and personality of a single leader
- Potential for inflexibility if the vision becomes outdated
- Difficulty in sustaining the entrepreneurial spirit as organizations grow and mature
6. The cognitive school explores strategy formation as a mental process
I'll see it when I believe it.
Mental models: The cognitive school focuses on strategy formation as a mental process, exploring how strategists interpret information and make decisions. It draws on cognitive psychology to understand the limitations and biases in strategic thinking.
Key themes:
- Cognitive biases in decision-making
- Mental maps and frames
- Information processing in organizations
- Concept attainment in strategy formation
Implications:
- Recognition of cognitive limitations in strategic decision-making
- Importance of diverse perspectives in strategy formation
- Need for tools and techniques to overcome cognitive biases
7. The learning school sees strategy as an emergent process
Organizations must function, not only with strategy, but also during periods of the formation of strategy, which can endure for long periods.
Emergent strategies: The learning school views strategy formation as an emergent process, where strategies develop incrementally as organizations learn from their experiences. It challenges the notion of deliberate, top-down strategy formation.
Key concepts:
- Emergent vs. deliberate strategies
- Strategic learning
- Organizational adaptation
- Logical incrementalism
Practical implications:
- Emphasis on experimentation and flexibility in strategy formation
- Recognition of strategy formation as a collective process involving multiple actors
- Importance of feedback loops and continuous learning in strategy development
8. The power school views strategy as a process of negotiation
They can't find their hidden agenda!
Political lens: The power school focuses on strategy formation as a process of negotiation, emphasizing the role of power and politics in shaping strategies. It considers both micro (internal) and macro (external) power dynamics.
Key themes:
- Micro power: Internal organizational politics
- Macro power: External stakeholder management
- Strategic manoeuvring
- Coalition building and bargaining
Implications:
- Recognition of the political nature of strategy formation
- Importance of stakeholder management in strategy implementation
- Need for political skills in strategic leadership
9. The cultural school emphasizes strategy as a collective process
Culture is essentially composed of interpretations of a world and the activities and artefacts that reflect these.
Collective perspective: The cultural school views strategy formation as a social process rooted in organizational culture. It emphasizes the role of shared beliefs, values, and interpretations in shaping strategic choices.
Key concepts:
- Strategy as perspective
- Organizational culture as a source of competitive advantage
- Resistance to strategic change
- Resource-based view of the firm
Considerations:
- Potential for strategic inertia due to strong cultural influences
- Importance of cultural alignment in strategy implementation
- Role of culture in sustaining competitive advantage
10. The environmental school considers strategy as a reactive process
If strategy is stretched to include employees and organizational arrangements, it becomes virtually everything a company does or consists of.
Reactive approach: The environmental school views strategy formation as a reactive process to external forces. It emphasizes the role of the environment in shaping organizational strategies and structures.
Key themes:
- Organizational adaptation to environmental conditions
- Population ecology perspective
- Institutional theory
- Contingency theory
Implications:
- Recognition of environmental constraints on strategic choices
- Importance of environmental scanning and analysis
- Need for organizational flexibility and adaptability
11. The configuration school combines elements of other schools into distinct stages
An elephant may not be a trunk, but it certainly has a trunk, and it would be difficult to comprehend elephants without reference to trunks.
Integrative approach: The configuration school seeks to integrate the insights from other schools of thought, viewing strategy formation as a process that varies across different contexts and stages of organizational development.
Key concepts:
- Organizational configurations
- Transformation between configurations
- Strategy as a process of configuration and transformation
Practical implications:
- Recognition of the need for different approaches to strategy in different contexts
- Importance of understanding organizational life cycles and transitions
- Integration of multiple perspectives on strategy formation for a more comprehensive approach
Last updated:
FAQ
What's Strategy Safari about?
- Comprehensive Overview: Strategy Safari by Henry Mintzberg provides a detailed exploration of strategic management, categorizing it into ten distinct schools of thought. Each school offers unique insights into strategy formation and implementation.
- Integration of Perspectives: The book emphasizes that no single school can fully explain the complexities of strategy. It advocates for synthesizing ideas from different schools to create a holistic understanding.
- Practical Relevance: Mintzberg bridges the gap between theory and practice, making the content valuable for both scholars and practitioners in strategic management.
Why should I read Strategy Safari?
- Diverse Perspectives: The book exposes readers to a variety of strategic management approaches, enhancing critical thinking and decision-making skills.
- Real-World Applications: It includes numerous examples of how different strategies have been implemented or failed, making theories relatable and applicable.
- Foundational Knowledge: For those interested in business strategy, it provides essential foundational knowledge for understanding advanced strategic concepts.
What are the key takeaways of Strategy Safari?
- No Single Best Approach: There is no one-size-fits-all strategy; different situations require different approaches, emphasizing the importance of context.
- Integration of Schools: The book highlights the value of integrating various schools of thought for a more flexible and adaptive approach to strategic management.
- Role of Leadership and Culture: Leadership and organizational culture are critical in shaping strategy, helping organizations navigate change and foster innovation.
What are the best quotes from Strategy Safari and what do they mean?
- "We are the blind people and strategy formation is our elephant.": This quote illustrates the need for a holistic view of strategy, as different perspectives can lead to partial understandings.
- "Emergent strategies are not necessarily bad and deliberate strategies good.": It challenges the traditional view, suggesting that flexibility and adaptability can be as valuable as planned strategies.
- "Strategy is not 'something that an organization has but something that its members do.'": This emphasizes that strategy is an active process involving all members, not just a static plan from top management.
What are the ten schools of thought in Strategy Safari?
- Design School: Focuses on aligning internal capabilities with external opportunities through a creative and intuitive approach.
- Planning School: Emphasizes formalized processes and systematic approaches to strategy development.
- Positioning School: Centers on competitive positioning within the market, using tools like the BCG matrix.
- Cultural School: Highlights the role of organizational culture in shaping strategies and decision-making.
- Learning School: Advocates for emergent strategies that evolve through organizational learning.
How does the Design School approach strategy formation in Strategy Safari?
- Creative Process: Emphasizes strategy as a creative act, valuing intuition and insight over rigid analysis.
- SWOT Analysis: Uses SWOT analysis to assess strengths, weaknesses, opportunities, and threats, identifying the best fit between internal capabilities and external conditions.
- Critique of Formalization: Critiques overly formalized approaches, advocating for a more fluid and dynamic understanding of strategy formation.
What are the limitations of the Planning School according to Strategy Safari?
- Overemphasis on Formalization: Criticized for rigid adherence to formal processes, which can lead to inflexibility and hinder innovation.
- Detachment from Reality: The separation of strategy formulation from implementation can create a disconnect, resulting in impractical strategies.
- Neglect of Emergent Strategies: Tends to overlook the value of emergent strategies, limiting the ability to capitalize on unexpected opportunities.
How does the Positioning School differ from the Design and Planning Schools in Strategy Safari?
- Focus on Analysis: Emphasizes analytical techniques and competitive positioning, contrasting with the creative and formal approaches of the other schools.
- Generic Strategies: Identifies a limited number of generic strategies, simplifying the selection process but potentially overlooking organizational nuances.
- Market Structure Orientation: Places significant importance on external market structure and competitive dynamics.
What role does vision play in the Entrepreneurial School according to Strategy Safari?
- Central to Strategy Formation: Vision is the guiding force, representing the leader's mental image of the organization's future direction.
- Flexibility and Adaptability: Allows for flexibility in strategy, supporting both deliberate and emergent strategies.
- Personalized Leadership: Emphasizes the role of individual leaders in shaping vision, which can lead to strong alignment but also dependency.
How does Strategy Safari address the relationship between strategy and structure?
- Structure Follows Strategy: Organizational structure should support the chosen strategy, reflecting a traditional view in strategic management.
- Dynamic Interaction: Strategy and structure interact dynamically, necessitating adaptability in both areas.
- Critique of Rigid Models: Critiques models suggesting a linear relationship, advocating for a nuanced understanding of organizational dynamics.
How does the Learning School differ from the Planning School in Strategy Safari?
- Focus on Adaptation: Emphasizes adaptation and emergent strategies, advocating for flexibility and responsiveness to environmental changes.
- Role of Experience: Values experiential learning and insights from practice, contrasting with the Planning School's reliance on analysis.
- Incremental vs. Deliberate Change: Supports incremental change through continuous learning, unlike the Planning School's top-down approach.
How does Strategy Safari address the concept of competitive advantage?
- Resource-Based View: Emphasizes that competitive advantage lies in unique combinations of resources and capabilities.
- Market Positioning: Highlights the importance of strategically positioning within the industry to achieve advantage.
- Dynamic Capabilities: Introduces dynamic capabilities, focusing on adapting and reconfiguring resources to sustain advantage over time.
Review Summary
Strategy Safari receives mixed reviews. Many praise its comprehensive overview of strategic management schools, finding it insightful and well-organized. Readers appreciate the authors' balanced approach, discussing strengths and weaknesses of each school. Some find the writing style engaging and even humorous. However, others criticize the book for being overly academic, dense, and difficult to read. Several non-English reviews highlight translation issues. Overall, it's considered a valuable resource for those deeply interested in strategy, but not a practical guide for implementation.
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