Download - Final Bs Ppt- Sr4
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MeaningMeaning
Arrived in the mid 1960.
The articulation & elaboration of strategies, or visions,
that already exist.
Strategic planning is not strategic thinking.
It has discouraged the commitment of top managers &
has tended to create the very climates its proponents
have found so uncongenial to practice.
George Steiner, if an org is managed by intuitive
geniuses there is no need for strategic planning
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FALLACIESFALLACIES
Expert : one who avoids the pitfalls on the way to the
grand fallacy.
Fallacies of strategic planning : analysis encompasses
synthesis, strategic planning is strategic thinking
This rests on 3 fallacious assumptions.
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FALLACY of PREDICTIONFALLACY of PREDICTION
The world is supposed to hold still while the plan is
being developed and then stay on the predicted
course while that plan is being implemented.
Repetitive patterns may be predictable but
forecasting of discontinuities is impossible.
In 1956 Igor Ansoff , Corporate Strategy
assumption
actual
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FALLACY ofDETACHMENTFALLACY ofDETACHMENT
If the system does the thinking, then the foll must be
detached from each other:
Innovation has never been institutionalized & systems
can never be able to reproduce the synthesis created
anyone.
Strategies from operations Formulation from implementation
Thinkers from doers
Strategists from objects
assumption
actual
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FALLACY ofFORMALIZATIONFALLACY ofFORMALIZATION
It implies a rational sequence, from analysis through
administrative procedure to eventual action.
But strategy making as a learning process can proceed
in other direction too.
Formal procedures will never be able to able to :
assumption
actual
Forecast discontinuities
Inform detached managers
Create novel strategies
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Planning, Plans andPlanning, Plans andPlannersPlanners
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Planning as StrategicPlanning as Strategic
ProgrammingProgramming Involves 3 steps
Codification : clarifying & expressing the strategies in terms
sufficiently clear to render them formally operational, so thattheir consequences can be worked out in detail.
Elaboration : breaking down the codified strategies into sub
strategies and ad hoc programs as well as overall action plansspecifying what must be done to realize each strategy.
Conversion : considering the effect of the changes on the
organizations operations.
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Plans as Tools toPlans as Tools to
Communicate & ControlCommunicate & Control
Plans in the form of programs can be prime media to
communicate strategic intentions & to control the individualpursuit of them as common direction is considered more
important than individual discretion.
Plans can also be used to gain the tangible as well as moralsupport of influential outsiders.
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Planners asPlanners as
SStrategy
Finde
rs
trategy
Finde
rs
Planners can assist managers in finding fledgling
strategies in their organizations activities or in thoseof competing organizations.
Planners can develop new ways of doing or perceiving
things.
Planners can also act as analyst and catalyst.
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Left & RightLeft & Right--Handed PlannersHanded Planners
Right handedplanner
Analytic thinker
Dedicated in bringingorder
Scrutinizes strategiesintended forimplementation
Left handed planner
Creative thinker
Likes to find strategies instrange places
Inclined towards theintuitive processes
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Formalization EdgeFormalization Edge
Strategy making is not an isolated process. It does not happen
just because a meeting is held with that label.
It is a process interwoven with all that it takes to manage anorganization.
Systems do not think, & when they are used for more than the
facilitation of human thinking, they can prevent thinking.
The story of strategic planning, has taught us not only about
formal technique itself but also about how organizations
function & how managers do and dont cope with that
functioning.
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Thank youThank you
Compiled by :
Jasveen Kaur