Articles 1-3 Flashcards
The planning mode
depicts the process as a highly ordered, neatly integratd one, with strategies expli- cated on schedule by a purposeful organization
The adaptive mode
depicts the process as one in which many decision-makers with conflicting goals bargain among themselves to produce a stream of incremental, disjointed decisions
Entrepreneurial mode
when a powerful leader takes bold, risky decisions towards his vision of the organization’s future
strategy
is a deliberate conscious set of guidelines that determines decisions into the future
strategy is
explicit
developed consciously and purposefully, and made in advance of the specific decisions to which it applies.
the studies of decisions treams in organizations to detect the development and breakdown of patterns include four steps
1) collection of basic data
2) inference of strategies and periods of change. The strategies are compared, as well as with other data such as sales, budgets, and staff levels, to identify distinct periods of hcange in teh formation of strategy. Some periods of change were
Incremental: new strategies fromed gradually
Piecemeal: some strategies change while others remain constant
Global: many strategies change quickly and in unison
Continuity
Limbo
flux
3) intensive analysis of periods of change: in depth reports and interviews with the original strategy makers
4) theoretical analysis: generating hypotheses to explain the findings
strategy formation in most organizations can be thought of as revolving around the interplay of three basic forces
an environment that changes continuously but irregularly, with frequent discontinuities and wide swings in its rate of change
An organizational operating system, or beureaucracy, that seeks to stabilize its actions, despite the characteristics of the environment it serves.
A leadership whose role is to mediate between these two forces, to maintain the stability of the organizations operating sytem while at the same time insuring its adaption to environmental change
two main patterns of strategic change are the
life cycle of an overall strategy - its conception elaboration, decay, and death; and the presence of periodic waves of change and continuity within the life cylce.
The second pattern suggests strategies do not commonly change in continuous incremental fashion; rather, change even incremental change takes place in spurts, each followed by a period of continuity
Deliberate strategies
intended strategies that get realized
Unrealized strategies
intended strategies that do not get realized, perhaps because of unrealistic expectations, misjudgements about the environment, or changes in either during implementation
Emergent strategies
realized strategies that were never intended, perhaps because no strategy was intended at the outset or perhaps because those that were got displaced on the way
strategy (article 2)
is a matter of working out your companyss best position relative not just to pricing pressures from rivals but to all the forces in your competitive environment
according to porter strategy is a matter of
seeking a single ideal competitive position in an industry
benchmarking and adopting best practices
Aggressive outsourcing and partnering to improve efficiencies
Focusing on a few key success factors, critical resources and core competencies
Rapidly responding to ever evlovling competitive and market changes
The vast univers of subsequent strategy ideas into those that focus on
doing something now
building on what you already do
Reacting opportunistically to emerging possibilities
