LDRLB

FEBRUARY 23, 2010

The Planning School views as a formal process, which follows a rigorous set of steps from analysis of the situation to the development and exploration of various alternative scenarios. The Positioning Schoo l views strategy formation as an analytical process placing the business within the context of its industry.

Strategy 74

Strategy Review Books Mintzberg 74

LDRLB

MARCH 23, 2011

For proponents of the learning school, any attempt to reduce the complex world into clear positions and plans is futile. Thus, strategy is not a large plan full of delineated steps developed and assigned by senior management but a series of little actions and decisions made by everyone at every level of an organization.

Survey 104

Survey Strategy Planning Information 104

LDRLB

FEBRUARY 10, 2014

I love that even the book opens up with that, so I’ll posit that as the first question. I think Henry Mintzberg coined it first. I think this is a book whose time has come because I think we are at this standpoint, especially in the over hype on leadership that we neglect its counterpart, and both are necessary, and that’s management.

Competitive Advantage 121

Competitive Advantage Drucker Open-book Learning-by-Doing 121

Harvard Business Review

NOVEMBER 14, 2012

Since the collapse of Enron, through the financial crisis, to the insider trading and LIBOR scandals, the question just keeps recurring: How did those institutions of higher learning, whose claim is to develop business leaders, influence the conduct of leaders who let so many people down?

Mintzberg 16

Mintzberg Education Long-term Class 16

Harvard Business Review

NOVEMBER 13, 2013

We’re not the first to propose that strategy borrows from design; in HBR articles, Henry Mintzberg drew the analogy with the potter throwing a bowl and Roger Martin has made an explicit connection with design. But, if we want to execute the strategy, we will realise that we need to develop plans at Level 3 and Level 4.

Strategic Planning 12

Strategic Planning Mintzberg Planning Document 12

Harvard Business Review

APRIL 24, 2017

According to McGill’s Henry Mintzberg , it’s just another influencing process along with norms, formal authority and expertise. For example, it may be the case that a manager needs to exert a large amount of pressure on a team to get something done by using the power of their position over others.

Politics 14

Politics Bureaucracy Long-term Short-term 14

Harvard Business Review

JANUARY 12, 2015

Yet, most also know that developing political competence is not a choice; it’s a necessity. Political know-how becomes important — and those who fail to develop such skills are often the ones who get left behind. Ask most people about workplace politics and they’ll say they’d prefer to avoid it. It happens.

Politics 8

Politics Mintzberg Learning-by-Doing Organization 8

Harvard Business Review

SEPTEMBER 3, 2015

And thinking is in fact quite an important activity when it comes to assessing and developing a strategy. The CEO of a large, global bank once told me: “It is very easy for someone in my position to be very busy all the time. As famous management professor Henry Mintzberg has described, much of strategy is “ emergent.”

Strategy 8

Strategy Long-term Short-term Mintzberg 8