Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.

  • Apple
  • Android
  • Windows Phone
  • Android

To get the free app, enter your mobile phone number.

Buy Used
FREE Shipping on orders over $25.
Used: Acceptable | Details
Sold by Murfbooks
Condition: Used: Acceptable
Comment: Item is in acceptable condition. Expect heavy wear on the cover and the inside of the book. The text is perfectly readable and usable. There is no condition below acceptable. Fast shipping. Free delivery confirmation with every order.
Have one to sell? Sell on Amazon
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more
See this image

Rise and Fall of Strategic Planning Hardcover – January 31, 1994

4.3 out of 5 stars 30 customer reviews

See all 9 formats and editions Hide other formats and editions
New from Used from
"Please retry"
"Please retry"
$3.89 $0.01

The Amazon Book Review
The Amazon Book Review
Author interviews, book reviews, editors picks, and more. Read it now
click to open popover

Editorial Reviews

From Booklist

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.

The latest book club pick from Oprah
"The Underground Railroad" by Colson Whitehead is a magnificent novel chronicling a young slave's adventures as she makes a desperate bid for freedom in the antebellum South. See more

Product Details

  • Hardcover: 458 pages
  • Publisher: Free Press (January 31, 1994)
  • Language: English
  • ISBN-10: 9780029216057
  • ISBN-13: 978-0029216057
  • ASIN: 0029216052
  • Product Dimensions: 6.1 x 1.6 x 9.2 inches
  • Shipping Weight: 1.5 pounds
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (30 customer reviews)
  • Amazon Best Sellers Rank: #1,097,963 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Hardcover
The Rise and Fall of Strategic Planning is an important book, whose significance goes well beyond its subject. Most leaders, managers, and companies have adopted methods of deciding what to do and how to implement them without considering the fundamental assumptions and experiences with those methods. In essence, this important knowledge work is back where the planning of manual work was before Frederick Taylor. What he says has implications for quality, production planning, capacity expansions, new product design, IT, and many ohter functions, processes and activities.
Before you dismiss this point as being merely of academic interest, consider several of Mintzberg's more telling points: Forecasting is seldom accurate for long; creating intense alignment in the wrong direction can make a company vulnerable to sudden shifts in the market; formal staffs can simply create political games; and thinking that is not linked into the important processes of the company will have limited impact. If those points are right, what does it mean about how work should be performed in your organization?
Having been there and done that as both a strategic planner in the early 1970s and a strategy consultant before that, I recognize the disease as he diagnoses it. In fact, many of the people he quotes and evaluates are people I know. I also saw many of the companies improve themselves by doing less planning.
You can only cover so much in one book, but the potential of strategic work is to improve significant communications, thinking and action in the enterprise. That can help eliminate the significant stalls that delay progress. If Professor Mintzberg decides to do a second edition of this book, I hope he will do more with those subjects.
Read more ›
Comment 60 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse
Format: Hardcover
Throughout the history of quality management, practitioners have had to be knowledgeable and conversant in the areas of most interest to their respective organizations. In most years, this has involved dealing with issues surrounding how to run a better project to build a better information system. The quality practitioner has always had a role in developing methodologies, deploying tools, measuring processes and quality, and facilitating organizational change. The basic assumption that the information technology function exists to build systems and operate data centers in which to run those system was rarely challenged. The advent and proliferation of personal computers, and the more recent shift toward client/server computing, represented only variations on the common theme. Quality professionals have been seen as adding value to the extent that they have been knowledgeable and conversant in these key areas.
More recently however, information technology organization! s have been forced to question their own very existence. Many of the issues have been around for quite some time: decentralization of processing power and application knowledge, outsourcing of development and operations functions, growing maturity of the purchased package application arena, etc. Large systems integrators have created value adding umbrella functions over these service domains, and in the process, have created very real competition for once confident and embedded information technology organizations. Information technology managers are struggling to think about, and correctly act upon, these strategic changes in the industry.
Read more ›
Comment 29 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse
Format: Hardcover
Henry Mintzberg is, as always, the iconoclast. It is well worth reading any book he writes because, invariably, he presents an alternative perspective on how business and how organisations work, generally one which drives from the combined power of both a theoretician and an experimentalist - a rare breed indeed.
The Rise and Fall of Strategic Planning is no exception. It is a book about finding a general theory of strategic planning which, given that the search is rooted in Mintzberg's observations of what actually happens in the real world, has the potential for practical application.
His perspectives make one's understanding of the subject more complete; they promote one's ability to balance a potentially narrow view of the world with something richer. It doesn't really matter whether you think Mintzberg right or wrong, spot-on or off-beam, at least you have an alternative view. There are so many tidbits in his books that you invariably pick up something of worth.
From my own perspective, having read through (and intending to continue to read) the book on many occasions in my own attempts to implement some strategic planning concepts, I draw my own conclusions about two of Mintzberg's perspectives which I feel are worth commenting on.
Firstly, he takes the unique view of dividing the conventional planning model vertically along budget, objective, strategy and program lines (rather than cascading traditionally through corporate, business and functional lines down to actions). I have found, after much toying with this perspective, that it amounts to an hypothesis on how strategic planning actually works, and nothing more.
Read more ›
2 Comments 13 people found this helpful. Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback.
Sorry, we failed to record your vote. Please try again
Report abuse

Most Recent Customer Reviews