Strategy : A conceptual

discussion

Strategy as a plan
To
Drucker,
strategy
is
purpose
ful
action

To Moore
design
for
action

Source: Mintzberg, H. 1987. Five Ps for Strategy. California Management Review,

Strategic is?
Military: draft[ing]
the plan of war,
shap[ing] the
individual campaigns
and within these,
decid[ing] on the
individual
engagements
Management:
strategies is
unified,
comprehensive, and
integrated plan

Game Theory: a
complete plan

Dictionary: a plan,
method, or series of
maneuvers or
stratagems for
obtaining a spesific
goal or result

As plan, a strategy can be a ploy, too, really

just a spesific maneuver intended to
outwit an opponent or competitor
ource: Mintzberg, H. 1987. Five Ps for Strategy. California Management Review, F

Strategy as pattern

Strategies may result from human actions but not

human designs. We can distinguish strategy as
pattern where intentions that existed previously
were realized from emergent strategies developed
by pattern in the absence of intentions, or despite
them.
Strategy as plan and pattern can be quite
independent of each other. Plans may go
unrealized, while patterns may appear without
preconception.

Every time, manager does the same thing to a

competitor or even to the senior management of
his own firm, they are implicitly defining strategy
as pattern in action.

urce: Mintzberg, H. 1987. Five Ps for Strategy. California Management Review, Fa

Strategy as Position
A means of locating an
organization in what
organization theorist
like to call an
environment

According to Hofer and

Schendel Strategy
becomes the mediating
force or match between
organization and
environment and
between the internal
and the external
context.

urce: Mintzberg, H. 1987. Five Ps for Strategy. California Management Review, Fa

Strategy as Perspective
Strategy is a
perspective, its
content
consisting not
just of a chosen
position, but of
an ingrained way
of perceiving the
world.

Strategy is this
respect is to
the
organization
Strategy is
what
concept.
personality is
to the
individual.
Strategy is a
perspective
shared by the
The perspective
members of an
is shared.
organization,
through their
intentions and/or
by their action.

urce: Mintzberg, H. 1987. Five Ps for Strategy. California Management Review, Fa

A Variety Types of Strategy

Strategic originate in formal plans:
Precise intentions exist
Formulated and articulated by central
leadership
Backed up by formal controls to ensure
surprise-free implementation in benign
Controllable or predictable environment
Strategies most deliberate

The Planned
Strategy

& Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

. & Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

. & Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

. & Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

. & Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

& Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

. & Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

. & Walters, J. A. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Jour

STRATEGY AS GUIDED EVOLUTION

STRATEGI DAN
TEORI
ORGANISASI
Meningkat
PERSPEKTIF
EVOLUSIONER DAN
EKOLOGIS
Fokus
PROSES EVOLUSIONER DAN EKOLOGIS
PADA INTRAORGANISASIONAL SERTA
ORGANISASIONAL
Muncul 5
elemen
MEMBANGUN MODEL STRATEGI
SEBAGAI KENDALI EVOLUSI
Latar Belakang

vas, B., & Ghoshal, S. 2000. Strategy as Guided Evolution. Strategic Management Journal, 2

LIMA ELEMEN KENDALI EVOLUSI

vas, B., & Ghoshal, S. 2000. Strategy as Guided Evolution. Strategic Management Journal, 2

Corporations around the world are reaching the

limits of incrementalism. Every company wants to be the leader in
its industry.

ce: Hamel, G. 1996. Strategy as Revolution. Harvard Business Review, July-Augus

How to be a rule breakers or revolutionaries ?

: Hamel, G. 1996. Strategy as Revolution. Harvard Business Review, July-August:

CONT

How to be a rule breakers or revolutionaries ?

e: Hamel, G. 1996. Strategy as Revolution. Harvard Business Review, July-Augus

What is strategy?

The answer centers on three

elements :

G. & Prahalad, C. K. 1993. Strategy as Stretch and Leverage. Harvard Business Review, Ma

The arenas of resource leverage

(Five basic ways)

G. & Prahalad, C. K. 1993. Strategy as Stretch and Leverage. Harvard Business Review, Ma

THANK YOU