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Rise and Fall of Strategic Planning Hardcover – January 31, 1994
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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 ›
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 ›
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 ›
Most Recent Customer Reviews
I have never checked the copyright date of a book while reading it as often as I did last week with Henry Mintzberg’s The Rise and Fall of Strategic Planning. Read morePublished 1 month ago by Thomas Joseph
To put it in one sentence, I found the book boring because the author over-dwells on exploring the multiple definitions of words, and also because the process of "strategic... Read morePublished 7 months ago by Vladimir Antimonov
Good book with a narrow focus. A bit out of date but full of helpful critiques and insights. Only recommended for intense students of strategy and management.Published 7 months ago by Ben Bartlett
Separating strategy from planning Mintzberg dissects many of the long held beliefs of traditional strategic planning. This book is long (400+ pages) and very evidence based. Read morePublished 8 months ago by Michael Cardus
1. You will learn what it is not a strategy,
2. You will learn what it is planning,
3. You will learn the errors of planning,
4. Read more
When strategic planning first arrived in the mid-1960s, corporate leaders saw it as 'the one best way' to devise and implement strategies that would enhance the competitiveness of... Read morePublished 10 months ago by Loyd Eskildson