Strategic approaches

Rational Planning
1. Too rigid
2. No strategy can be formalised in advnace
3. Managers declare strategy after the event
4. organisations cannot set objectives - only the people within
5. strategy is not a rational process
Emergent strategy
1. Mintzberg (1987)
2. Intended strategies
  1. Deliberate strategies
    1. Realised strategies
  2. Unrealised
3. Patterns of behaviour
  1. Emergent strategies
    1. Realised strategies
4. Key skills for manager
  1. Manage stability
  2. Detect discontinuity
  3. Know the business
  4. Manage patterns
  5. reconcile change and continuity
Logical incrementalism
1. Lindblom (1959)
  1. Strategic drift
  2. No radical changes
2. Quinn (1978)
  1. Incremental change
  2. Manager's role
    1. Be attuned to the issues faced by organisation
      1. Network with stakeholders
    2. Develop strategic vision when needed
    3. Build political support for the strategy
    4. Obtain commitment by initial trials
    5. Allow concensus to build and implement change incrementally
Positioning View
1. "Outside-in" view
2. High market share
3. Differentiated products
4. Low costs
5. Criticisms
  1. Competive advantage not sustainable
  2. Environments change too fast
  3. Easier to change the environment than the organisation
Resource-based view
1. "Inside-out" view
2. Stalk et al (1992)
  1. Advantage based on process not product
  2. Success converts processes into "value-add" activities
  3. Requires group-wide investment in capabilities
  4. CEO needs to champion group-wide approach
  5. Competitive advantage comes from
    1. Speed
    2. Consistency
    3. Acuity
    4. Agility
    5. Innovativeness
3. Kay's Architecture
  1. Internal architecture - employees
  2. External architecture - suppliers/customers
  3. Network architecture - group of collaborating firms
4. Barney (1991)
  1. Valuable
  2. Rare
  3. Imperfectly imitable
  4. Substituability

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