It is with intended irony that Mintzberg, former president of the Strategic Management Society, proclaims the fall of strategic planning. Author of the seminal The Nature of Managerial Work
(1973), Mintzberg traces the rise of strategic planning from 1965, noting the fervor with which it came to be embraced, and analyzes its origins and history. His main thesis is that planning and strategy making are mutually exclusive activities. While acknowledging a vital role for planning, he claims that the process can straitjacket an organization by stifling innovation and commitment. On the other hand, strategy making is a fluid, informal process requiring adaptability. Mintzberg includes an impressive amount of research in this scholarly, readable treatise, and he suggests how strategy making and planning can be implemented to complement each other. This should prove to be an important work. David Rouse
About the Author
Henry Mintzberg is a visiting professor at INSEAD in France and a two-time winner of the prestigious McKinsey Award for the best Harvard Business Review
article. A fellow of the Royal Society of Canada -- the first fellow elected from a management faculty -- he is the author of several seminal books including Mintzberg on Management
(Free Press, 1989).