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- The rise and fall of strategic planning : reconceiving roles for planning, plans, planners
- The rise and fall of strategic planning
- Mintzber 1994 The fall and Rise of Strategic Planning
- Rise and Fall of Strategic Planning â PDF - COCo
He findsplanning neither apolitical nor objective.
The rise and fall of strategic planning : reconceiving roles for planning, plans, planners
Review and Response by Tom Gilson March 1, In spite of the provocative title Mintzberg applied to the book, he does not saying strategic planning is dead; rather that it has been misapplied.
Failures of Planning Mintzberg view of strategic planning is focused on its common manifestation, as a ra- tional, formalized approach led by planners to lead organizations toward strategic deci- sions.
In this form, he says, it has almost universally failed. It is bound to fail because its assumptions are completely disconnected from the way persons and organizations learn and make decisions. Some of the false assumptions:.
In fact, most planners are not closely enough connected to operational and market realities to see opportunities and issues.
In fact, analy- sis sterilizes situations and requires uncharacteristically high creativity to lead to the synthesis that produces good strategy. In fact, planners vary on this as do other persons, and where planning is primarily analytical in nature, planners are often ex- tremely conservative.
In fact, hard data carries its own distortions, connected with what is considered quantifiable, what is or is not measured, and so on; and soft impressions carry a considerable load of important unquantifiable information.
Hard data is often delayed in reaching planners. Intuition has been a major source of innovation in real organizations. In fact, by its programmed nature and annual timetables, planning itself tends to be conservative and inflexible. In fact, this is true only in unusually stable situations, and the world is never consistently stable even for the most mature industries. In fact, rationality and crea- tive discontinuity work hand in hand to produce new opportunities and answers.
While this is often the case, and top leaders must endorse major strategies, real strategies arise anywhere in real organizations. In fact, planners have their own agendas and sponsors, so they are not free of organizational politics. This summarizes the first pages of the book. Recommended Roles for Planning, Plans, and Planners Yet Mintzberg is not recommending every organization fire all its planners.
The final pages of the text are devoted to recommendations for their proper and productive con- tribution. It rests primarily on his thesis that strategies do not emerge from planning, but planners can find, recognize, formalize, champion, integrate, and program strategies that emerge from all segments of organizations.
People and organizations make strategic decisions, and sometimes they use strategic planning as a discipline in which to do this, or to seem to do this.
Strategic planning supplies a forum for announcing, selling, negotiating, rational- izing strategic decisions, and it also offers means for controlling their implementa- tion. These roles are important if not more important than the more usually noted role of providing information to improve the content of strategy. They may be involved in inputs to the process, support for the process, or consequences of the process.
His assumption for what follows is based on the above paragraph, espe- cially that the emergence of strategy is a given, and that Planning and Planners work with these strategies. Planners can be organizational information-hounds, seeking through a wide base of contacts and questioning to find new ideas, emergent opportu- nities, etc. Key passage on this pp.
Carrying out analysis of specific issues to be fed into the strategy making process on an ad hoc basis; providing in-depth studies for managers who do not have time or skills for it.
This includes internal and external issues and scrutinization of strategies. Opening up strategic thinking through creative interaction with managers. Response: Application to Campus Crusade for Christ and Operational Advisory Services This book effectively describes real concerns relevant to centralized strategic planning in Campus Crusade for Christ.
Our staff members are the experts on their ministries and their target audiences, so they are not looking to a detached office somewhere to come tell them what will work. Campus Crusade staff members tend to be skeptical at best of formalization and external control, both of which are associated with traditional, cen- tralized strategic planning. Local and National staff members will not welcome planning they see as patronizing or intrusive.
Yet there is a place for planning within Campus Crusade. Staff members may be the source of emergent ideas, yet these they and their ideas can profit from support in:. Catalyzing Strategies Connecting staff members and leaders with diverse ideas, trends, information from elsewhere in CCC and other ministries, technologies, etc.
Integrating Strategies Serving as a champion for cross-ministry integration, carrying ideas from one ministry to another, representing global- and national-level strategies to national and local leader- ship. Scrutinizing Strategies Examining strategies for feasibility, and consistency with other within-ministry needs and higher-level strategies.
Converting Strategies Connecting strategies to operational planning through help with the thinking process, and especially through developing strategic metrics. Open navigation menu. Close suggestions Search Search. User Settings. Skip carousel. Carousel Previous. Carousel Next. What is Scribd?
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Is this content inappropriate? Report this Document. Flag for inappropriate content. Download now. For Later. Related titles. Carousel Previous Carousel Next. Stratagic Management planning Overview Assignment. Jump to Page. Search inside document. Review of the Book a. Failures of Planning b. Recommended Roles for Planning, Plans, and Planners 2. Formal strategic planning, in conclusion is simply no way to develop strategies.
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The rise and fall of strategic planning
Review and Response by Tom Gilson March 1, In spite of the provocative title Mintzberg applied to the book, he does not saying strategic planning is dead; rather that it has been misapplied. Failures of Planning Mintzberg view of strategic planning is focused on its common manifestation, as a ra- tional, formalized approach led by planners to lead organizations toward strategic deci- sions. In this form, he says, it has almost universally failed. It is bound to fail because its assumptions are completely disconnected from the way persons and organizations learn and make decisions. Some of the false assumptions:. In fact, most planners are not closely enough connected to operational and market realities to see opportunities and issues.
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Mintzber 1994 The fall and Rise of Strategic Planning
Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. DOI: In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron -- that strategy cannot be planned because planning is about analysis and strategy is about synthesis.
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Rise and Fall of Strategic Planning â PDF - COCo
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Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. True to the scientific management pioneered by Frederick Taylor, this one best way involved separating thinking from doing and creating a new function staffed by specialists: strategic planners. Save to Library. Create Alert.
True to the scientific management pioneered by Frederick Taylor, this one best way involved separating thinking from doing and creating a new function staffed by specialists: strategic planners. Planning systems were expected to produce the best strategies as well as step-by-step instructions for carrying out those strategies so that the doers, the managers of businesses, could not get them wrong. As we now know, planning has not exactly worked out that way. While certainly not dead, strategic planning has long since fallen from its pedestal. But even now, few people fully understand the reason: strategic planning is not strategic thinking.
When companies understand the difference between planning and strategic thinking, they can get back to what the strategy-making process should be: capturing.
The rise and fall of strategic planning
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