![]() Remember the 4 lenses are a theory of strategic management. Strategy as Experience carries with it a risk of the effect known as strategic drift as a result of failing to act upon environmental changes by being too 'path dependent' on past activity. In this view strategy is greatly influenced by taken for granted assumptions (culture) and involves large levels of bargaining and negotiation. In this model, strategic development is the continuous adaptation of past strategies based on experience. Many proponents of the view of Strategy As Experience, such as Mintzberg would argue that the design lens is often inaccurate as top level executives are too distant from daily developments of the organisation.Īccording to Minzberg, strategic development should be adaptive, and divides it into intended, realised and emergent strategies. This strategic process thus follows an analysis-selection-implementation process.įundamental to this view is that the responsibility of strategy development is top-management driven and that they are capable of choosing the optimal strategy for the business. Through careful evaluation of the firm's industry, environment and available resources, the optimal strategy and clear direction can be determined. This lens views Strategy development as a process of logical determinism. ![]() The four viewpoints are: as design, as experience, as ideas, as discourse. ![]()
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