Design School

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Slide 2.

Session 2
The Design School:
Strategy Formation as a Process
of Conception

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.2

Origins of the design school


Selznicks Leadership in Administration (1957)
Introduces notion of distinctive competence
Links an organizations internal state with its
external expectations

Chandlers Strategy and Structure


Study emergence of American big business
Strategy dictates structure

Harvard Business Policy Course


Pioneers use of business case
Creates focus on formulation
Encourages prescription
Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.3

Figure 2.1

Basic design school model


Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.4

Table 2.1

Environmental variables checklist

Source: From Power et al. (1986: 38)


Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.5

Table 2.2

Strengths and weaknesses checklist

Source: From Power et al. (1986: 37)


Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.6

The Strategy process in the design school

Formulate

Evaluate

Implement

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.7

Criteria of evaluation
Consistency:
Goals and objectives must be mutually consistent

Consonance:
An adaptive response to external environment

Advantage:
Must create and/or sustain competitive advantage

Feasibility:
Must not overtax resources or create intractable
problems

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.8

SWOT steps
Identify current S
Identify key SWOTs
Explore relationships strengths and weaknesses
----opportunities and threats
Recommend new/modified strategy

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.9

Improving SWOT

See as general aid.


Make measures and criteria explicit.
Prioritize SWOTs.
Use outside consultants.
Specify and substantiate SWOTs.

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.10

Assumption 1
Strategy formation should be a deliberate
process of conscious thought:
Action must flow from reason
Effective strategies depend on tightly controlled
thinking process
Strategies should be as deliberate as possible

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.11

Assumption 2
Strategy is the responsibility of the CEO
CEO is the architect of organizational purpose
Command-and-control system mentality
Other members are relegated to subordinate
position in the strategy process

No input from external actors

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.12

Assumption 3
Strategy formation must be kept simple and
informal
Strategy is a working conceptual scheme

Avoid elaboration
Avoid formalization
Balance non-conscious intuition and formal

analysis

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.13

Assumption 4
Strategies should be one of a kind
Strategies must be tailored to individual cases

There is no general system for developing


strategies
Strategy is a creative act that builds on distinctive

competence

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.14

Assumption 5
Process is complete when strategies are fully
formulated
Find the big picture

A Biblical view strategy as grand creation


Be comprehensive there is little room for
incrementalism or emergence

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.15

Assumption 6
Because strategies must be explicit, they
must also be simple
Strategies bring simplicity to complexity.
Strategies should be explicit for those who make
them.
If possible, should be articulated, so that others
can understand them.

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.16

Assumption 7
Only after formulation has been completed,
can implementation follow:
Action should follow from diagnosis and
prescription
Structure must adapt to strategy
Until we know strategy we cannot consider the
organization

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.17

Best conditions for following the


design school
When one brain can handle all the relevant
information
When that brain can attain detailed and intimate
knowledge of conditions
When environment is relatively stable and predictable

When organization is willing to accept a centrally


articulated strategy

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.18

Critique 1
Explicit assessment of strengths and weaknesses
tends to bypass learning

To what extent can an organization know itself


by conscious analysis?
By fixing in advance what it thinks it knows, an
organization fails to recognize novelty

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.19

Critique 2
Structure follows strategy
as the left foot follows the right
The past matters
You cannot redesign purely in function of strategic intent
Strategy may propose, but the organization will usually
dispose

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.20

Critique 3
Making strategy explicit
promotes inflexibility
During periods of uncertainty danger is premature closure
Explicit strategies act as blinders -- preventing peripheral
vision
The more embedded the strategy the more it reinforces
habits
Strategy is not like a symphony score
-- but is more like a jazz ensemble

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.21

Critique 4
Separation of formulation from implementation
..Detaches thinking from acting
It assumes a stable and knowable environment

It ignores the complex and subtle evolution of strategy


It divides organizations into thinkers and doers
--- formulators versus implementors

It ignores the fact that thinking and acting operate in


tandem

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

Slide 2.22

Contributions
Developed fundamental vocabulary to describe

strategy
Introduces the notion of fit between strategy and
environment

Articulates the idea of strategy as a guiding concept

Mintzberg, Ahlstrand and Lampel, Strategy Safari, 2nd Edition, Henry Mintzberg, Bruce Ahlstrand and Joe Lampel 2009

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