Our group found this article to have clear understanding in the way it was written. It seemed somewhat organized; but sometimes jumped around. The author did convince us with a logical argument. The article suggests a new and seemingly reckless approach to strategy. It makes a case for companies to essentially “Go with the flow” and if you make a mistake it is nothing but a learning opportunity. It wants companies to not rule out emergent strategies as a possibly the best plan of action.
This article shows the process of various methods that are centered on strategy. This article is a practical discussion, using examples of companies Volkswagenwerk, Air Canada, General Motors, National Film Board, Honda, IBM, Steinberg Inc.
“Like the potter, they sit between a past of corporate capabilities and a future of market opportunities. And if they are truly craftsmen, they bring their work an equally intimate knowledge of the materials at hand.” Is the quote that best exemplifies the essence of strategy.
The three most important points the author makes?
· Key to crafting of strategy is the intimate connection between thought and action
· Strategies need not be deliberate – they can also emerge
· Managers are craftsmen and strategy is their clay
The questions we were left with at the end of the article were; How were you able to come up with the idea of relating potter and clay with strategy in the business world? Is crafting easy as it seems?
This article relates to the “Leadership, Integrity, and Conflict because most of this article is referring to management and leadership.
This article sounds very applicable and seems like it really does work. The author has made his case for the main points of this article. There is more than sufficient support provided. I do buy it because of his good metaphor comparing it to a potter and his clay.
as made his case for the main points of this article. There is more than sufficient support provided. I do buy it because of his good metaphor comparing it to a potter and his clay.
Outline
I. Key to crafting of strategy is the intimate connection between thought and action
II. Read organization’s mind
III. Strategies need not be deliberate – they can also emerge
a. Form
b. Be formulated
c. In control
IV. Strategic learning
a. Precludes learning once the strategy is formulated; emergent strategies fosters it
V. Effective strategies develop in all kinds of strange ways
a. Grass-roots strategy making
b. Umbrella strategy
c. Process strategy
VI. Quantum leaps
VII. Manage strategy is to craft thought and action, control and learning, stability and change
a. Manage stability
b. Detect discontinuity
c. Know the business
d. Manage patterns
e. Reconcile change and continuity