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Perspectives of strategy - Coggle Diagram
Perspectives of strategy
Mintzberg - 5Ps Theory
PLAN
Planning in some way sits at the heart of strategy, giving a direction or course of action or an attempt to define a route to get from here to there
Very often this aspect of strategy is only ever forward looking and that people are more comfortable discussing what they actually did rather than what they intended to do
PATTERN
The theory suggests that strategy is perhaps better considered as a pattern or a manner of behaving across a period of time. It recognises that human beings generally like to work and behave in a comfortable and familiar way to the organisaition is likely to also develop a familiar pattern in its behaviour
POSITION
The theory suggests that strategy also requires an understanding of position - there is a right time and right place
PERSPECTIVE
The theory recognises that strategy does not just happen by chance and therefore a perspective is always required
This implies the need for the person or people charged with the development of strategy to be able to step back, mentally or physically, outside the organisation and look at the organisation and its strategy from one or more perspective
PLOY
The theory suggests that strategy may also be a ploy, a deliberate and intended move to thwart the competition and maintain a competitive edge
Spender - four paradigms
GOALS
A scientific approach to strategy suggests that the strategist is considering objectively the nature and context of an organisation together with the logical cause and effect of the relationships of the people involved within such an organisation
It is necessary both to consider internal and external relationships and in the belief that people are always rational, to presume that X will always happen because of Y
JUDGEMENT
A recognition of inevitable change in environment, together with the realisation that people are not always rational, can lead the strategist to recognise that gaps do exist in any plan or structure
These gaps enable people who make wise decisions to end up with good results and vice versa; and the recognition that many people in the middle simply muddle through
PEOPLE
Having recognised and accepted that people are not always rational, it is then possible to change to a people-centric approach to strategy, recognising that the role of the strategist is often to persuade others to change their expectations and therefore be able to promote the strategic objectives being persued
FLEXIBILITY
Developers of an strategy, themselves being human are also malleable and therefore have the ability to adapt and change the original intentions
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