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Rise and Fall of Strategic Planning Hardcover – January 31, 1994
The Amazon Book Review
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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 the author of several seminal books, including The Nature of Managerial Work, The Rise and Fall of Strategic Planning, and Managers Not MBAs. He is Cleghorn Professor of Management Studies at McGill University.
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The critical issue is that planning is fundamentally analytical, while strategic thinking and strategy development is synthetic. As was discovered many years ago, you cannot use one to substitute for the other. Each has their place. But most strategic planning operations seem to have a black box for 'Develop Strategy,' and otherwise ignore it. This is like building a Formula 1 race car, but leaving a black box for the engine, and never discussing how it might be obtain or how it would fit.
Recommended if you have to deal with strategic plans, planning and planners.
a) Design - sometimes called SWOT (strengths, weaknesses, opportunities, and threats);
b) Planning - process is informal and the chief executive (leader) is the key person; and
c) Positioning - focuses on content of strategies such as differentiation, diversification, etc.
His point/cynicism is that there must be other ways (than planning) to develop strategies (pp. 2-3).
1 Planning and Strategy
2 Models of the Strategic Planning Process (basic planning model; decomposing the basic model; sorting out the hierarchies of objectives, budgets, strategies, and programs)
3 Evidence on Planning
4 Pitfalls of Planning
5 Fallacies of strategic Planning
6 Planning, Plan, Planners
This is probably not the book for a practitioner interested in practical how to's related to strategic planning methods. It's about theory, critique, framework, and historical evolution of strategic planning. A must-read for a serious student of this topic.
2. You will learn what it is planning,
3. You will learn the errors of planning,
4. Finally, you understand what is the difference between the various schools of strategy,
5. Because the world changes, but not the rules,
6. Because this is Henry Mintzberg.
Luckily this means that corporate world is going to become more joyful and exciting. Story telling and emotions are going to predominate over numerical analysis and structured plans.