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An introduction
Aims of the Sessions this week
• Introduce the nature of the module
• Identify key ideas that underpin the module
• Explore approaches to strategy
• Examine how we can understand certainty in
the business environment
Structure of the Module
Two sections to be explored
• Part A: Strategic Systems
– Introducing Strategy and Systems
– Systems Thinking; Hard and Soft Approaches
– Complex Adaptive Systems
– Strategic Thinking in Practice
• Part B: Strategic Knowledge
– Knowledge Management/Environment
– Communities of Practice/Interest
– The Challenge of Performance Measurement
– Intellectual Capital and Social Networks
Assessment
• Two pieces of work, each worth 50% of the
overall grade
• Details of the assignment tasks are provided in
the VLE.
• Assessment One
– Deadline – Week 4
• Assessment Two
– Deadline – Week 8
Key Ideas to think about
• Strategic Thinking rather than Strategic
Decision Making
• Business as a ‘social activity’
– ‘It is about people!’
• Different perceptions are interesting to think
about.
• Relationships rather than individual functions.
• Understanding situations rather than simple
answers to simple problems.
Certainty !!
Innovation
Experience
& Responsibility (CSR)
Creativity
People Thinking
Diversity
Complexity
? Instinct
The Nature of the Environment
A series of continuums can help to determine the nature of your environment
Simple Complex
Static Dynamic
Certain Uncertain
Important Factors
Maturity Researchability
Activity
• Food for thought:
Strategic Analysis
Formulation Implementation
Planned Emergent
Design Process
Ansoff Mintzberg/Stacey
Prescriptive Descriptive
(What To Do) (How To Do It)
Development of Strategic Theory
• The idea of managing corporations has
evolved over the recent decades.
• In this time the environment has changed,
thus different questions are asked.
• The idea of ‘paradigm shift’
• There are still important roots that strategy
feeds from:
– Economics, Finance, Social Theory
Pick a School
Positioning
Design &
Planning
Entrepreneurial
Power & Culture
(Source: Mintzberg, H., The Fall and Rise of Strategic Planning, Harvard Business Review Jan/Feb
1994)
Activity
• Food for thought:
– A certain planner or comfortable with adapting.
– What are the reasons for your choice?
Calm Certainty or Edge of Chaos?
? ?
• Exogenous shocks, e.g., the Web
(Beinhocker, E. 2000)
Beinhocker, E. (2000) Strategy at the Edge of Chaos.
• Early Thinking on Management in NE:
– Punctuated equilibrium
Time
– Robust strategies rather than focused ones
– Continuous adaptation rather than competitive advantage
– Radical innovator as opposed to the conservative operator
– Diverse strategies, not routinised
– Flexibility, not scale
Activity
• Food for thought:
– Major changes that have changed or challenged
assumptions (countries, industries) e.g. economic,
technological or political shocks
The Nature of the Environment
A series of continuums can help to determine the nature of your environment
Simple Complex
Static Dynamic
Certain Uncertain
Important Factors
Maturity Researchability
ENVIRONMENTAL
CONDITIONS
Simple Complex
Static
Dynamic