Mintzberg †the Fall and Rise of Strategic Planning Essay

The Fall and Rise of Strategic cooking by Henry Mintzberg When strategic formulation arrived on the scene in the mid-? 1960s, collective leaders embraced it as the one best way to devise and implement strategies that would enhance the competitiveness of each business unit. 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 arrying 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. age 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. Indeed, strategic planning often spoils strategic thinking, causing manag ers to confuse real vision with the manipulation of numbers. And this confusion lies at the heart of the offspring the most successful strategies are visions, not plans. Strategic planning, as it has een practiced, has really been strategic programming, the articulation and elaboration of strategies, or visions, that al shooty exist. When companies understand the difference in the midst of planning and strategic thinking, they can get back to what the strategy-? making process should be capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the plaque and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue.Organizations isenchanted with strategic planning should not get release of their planners or conclude that there is no need for programming. Rather, organizations should transform the conventional planning job. Planners should make their contribution around the strategy-? making process rather than intimate it. They should supply the formal analyses or hard data that strategic thinking requires, as long as they do it to broaden the consideration of issues rather than to grasp the one right answer. They should act as catalysts who support strategy making by aiding and encouraging managers to think strategically. And, finally, they an be programmers of a strategy, helping to specify the serial publication of concrete steps needed to carry out the vision. By redefining the planners job, companies will acknowledge the difference between planning and strategic thinking. Planning has always been about analysisabout breaking down a goal or set of intentions into steps, formalizing those steps so that they can be utilise almost automatically, and articulating the anticipated consequences or results of each step.I favour a set of analytical techniques for developing st rategy, Michael 1 Porter, probably the most widely read writer on strategy, wrote in he Economist. The label strategic planning has been applied to all kinds of activities, such as going off to an informal seclude in the mountains to talk about strategy. But call that activity planning, let conventional planners organize it, and watch how quickly the event becomes formalized (mission statements in the morning, mind of corporate strengths and weaknesses in the afternoon, strategies carefully articulated by 5 p. m. ). Strategic thinking, in contrast, is about synthesis.