Take Command of Your Growth

By: Michael Treacy & Jim Sims

This article is simple in the fact that it calls for managers to look past the numbers that they see on paper, and actually try and understand the balance and income sheets. The article states that every year the revenue bottom line tells a story, and instead most managers read the bottom line as a positive or negative when in fact no matter what the number is there is something to be learned. Through the practical application of back tracking and identifying and analyzing the five sources of growth a company can generate the knowledge to make decisions that should benefit the company.

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February 24, 2010 | No Comments »

Beyond the Charismatic Leader: Leadership and Organizational Change

By: David A. Nadler Michael L. Tushman

This article is very interesting because it has an unconventional approach to the ideas around adaptation in strategy. The primary premise of the article is that organizations must change and adapt to their surroundings, however, they must do so in a way that is not consistent with much of the historical thought on the subject. Previously, people say that you have to adapt to the environment to push through the same organization and strategy, but they are saying that there must be a change in the actual organization itself to remain successful. The authors say “The executive is a critical actor in the drama of organization change” because the second main premise is that leadership is a driving force behind an organization and without proper or charismatic leadership, there will be nothing but trouble in the organization.

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Chapter 2 – Swoted by Strategy

Strategy Bites Back

By: Henry Mintzberg

“The Other Tower of Babel” By: Joseph Lampel

There are various major points concerning strengths, weaknesses, opportunities, and threats that companies face.

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“Strategy as a ‘Little Black Dress’” By: Jeanne Liedtka

Little black dress’ striking aspect is its simplicity. There are various ways to wear the dress by dressing it up or down. Either way this dress is the most functional item. The whole idea is transforming properties of design. Business strategies designed with the little black dress would make us feel better about ourselves when we work with them. This could lead in confidence, openness to new adventures, and readily to find special right corner. Read the rest of this entry »

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Chapter 1 – What’s in a Word?

Strategy Bites Back

By: Henry Mintzberg

“What’s in a buzzword?” By: Lucy Kellaway

Lucy was different, by reading Accenture’s 2002 annual report. This report gave a linguistic shot of current business usage. The more simple words within the report that are used over and over loose their meanings. Some of these words included: deliver, value, solutions, to drive, to leverage, to leash, unparalleled, and track record. Once you have learned this jargon, it is easier to interpret companies’ annual reports correctly. Read the rest of this entry »

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Strategy Bites

This daring and insightful book that draws from people like Napoleon Bonaparte, Michael porter is put together by Henry Mintzberg. Through essays, poems, case studies, and cartoons, Mintzberg tries to free his reader’s minds and unleash the crucial emotional side of strategy formation.

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Article Reviews

The following articles have been deemed ‘Classics’ in the realm of Strategic Management. As a class we have used these articles to gain information and have been able to see all the theories of Strategic Management in action. Our group has engaged in discussion and then written reviews filled with our critiques, likes, and dislikes. Read the rest of this entry »

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Strategy Safari Review

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The Configuration School

The foundation of the Configuration School is based on the idea of ‘all of the above’. There are two main parts- the configurations and the transformations. It takes into account all of the aspect of strategy that we have talked about thus far, puts them all together, and then creates an entirely new school of thought.

The leading proponents of the model are Mintzberg, Miller, Steinberg, Miles and Snow, McKinsey, Tichy and Sherman, and Baden-Fuller and Stopford.

The basic models of the school are:

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The Environmental School

The Environmental School is based on the idea that strategy should be a reactive process based on the environment surrounding the organization. Where other schools see environment as just something to factor into their strategy, this school believes that environment is the main deal. The leading proponents of the model are Mintzberg and Hannan and Freeman.

The basic model is Mitzberg’s four groups of contingency view. They are stability, complexity, market diversity, and hostility. There is also the population of ecology view. It allows for expressing their doubt of the major features of the world of organizations arise through learning or adaptation.

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Be Coherent, Not Visionary

This article is fairly well written and quite interesting; however, it seemed as though the author had a lot of relevant things to say but only a fraction of that followed the actual path he wanted us to take as we read the article. Therefore, it created a foggy sense while reading where one could tell they were “kind of” heading in the right direction because there was no clear passage because the author attempts to persuade us by trying to pass logic for intuition and feelings. This article offered a new approach to strategic thinking because it calls for us to not only rely on vision to lead a company but to take coherence or in a sense, common sense. So that a company sees the future but can also navigate the present

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