Please enable JavaScript.
Coggle requires JavaScript to display documents.
The Fall and Rise of Strategic Planning
Henry Mintzberg, 1994 - Coggle…
The Fall and Rise of Strategic Planning
Henry Mintzberg, 1994
-
Mintzberg believes that the strategy-making process is based on capturing what managers learn from all sources such as personal experiences, experiences of others in the firm, market research, and synthesising them into a vision of the direction the business should pursue
Planing is about analysis, breaking down goals or set of intentions into steps to be implemented almost automatically
Strategic Thinking in contrast is about synthesis, including intuition and creativity.
Mintzberg argues that strategies cannot be developed on schedule and devised perfectly, instead they appear at any time at any place in the firm through messy processes of informal learning carried out by different people at different level deeply involved with the specific issues at hand
Mintzberg asserted that planning has promoted strategies that are extrapolated from the past or copied from others and that strategic planning nimpedes strategic thinking
-
Planning, Plans and Planners
-
Left handed, right handed
Systems do not think and when used for more than the facilitation of human thinking they can prevent thinking
"Strategy making is an immensely complex process, which involves the most sophisticated, subtle and at times subconscious elements of human thinking