by: Jeanne M. Liedtka
“Learning, not knowing, was the key to success,” is one of the most important quotes in Jean Liedtka’s article. This quote is something that we can all learn from and it ties in perfectly with the three main points she focuses on throughout the article. Her three main points are the ability to hold an image, intention, and flexibility.
This article was written with excellent clarity because of it’s obvious form. The article had a good story that captured the reader’s attention right from the start. The article is well organized because of the structure the author used. All the points were clearly stated and reinforced. The author uses an intuitive approach, explaining her experience at the zoo and how it all came together in her mind.
This article was focused on the content of strategy instead of the process of the strategy. The author talked about what is included in strategy and didn’t necessarily talk about the deep logistics of things. Using the existing models displayed by the Orangutan the author presented a new way of strategic thinking. She found that what the animals used had stood the test of time and she was looking for ways to apply it to our world. The author clarifies the existing model that she observed in nature.
The article is a practical discussion because it lays out three tangible points to strategic thinking. Compaq and Intel are used to display the her steps are used by the way they compete, but still work off each other.
The author’s definition of strategy is a plan (intention) to reach a desired a goal (image) with the expectation and capacity to adapt (flexibility) to the market reaction. This is the definition we gathered from reading the article and we believe that it is explicit.
The questions we were left wondering in our group discussion were how she was able to make the connection between the orangutans and business so quickly. We were also wondering how she implements these three principals in her life and if these three points verify something so complicated. In many ways her theories seem over-simplified, but that it is not always a bad thing.
All in all we believe that this process indeed had a ‘ring of truth’ to it. But, before just accepting it, we would like to have seen more concrete evidence to convince us one hundred percent. The author makes a strong case for the ideas she presents, but we would still like to see more support before we ‘buy into it’.
This article gave us a good base to start thinking about strategy. It provided us with a foundation in which we will continue to build upon as our class progresses.
The Design school is defined as a ‘strategy formation as a process of conception’ and Jean Liedtka’s thoughts seem to address the basics of strategic thinking and start the process to defining what we are calling strategic management.
A current company that would benefit from these strategies would be all the companies in the car industry. We believe that by being more flexible they would be able to keep up with foreign competition. Also, the government would benefit from these points as well.
I) 3 part criteria for strategic thinking
a. Evidence of ability to hold an image
b. Evidence of intention
c. Evidence of Flexibilty
II) Evidenc of ability to hold an image
a. To be a strategic think, you must be able to keep an image in your head. This image may not be something present.
b. In the past strategic thinking was thought to be just contextual and more defensive, but we are learning it is the opposite.
c. The particular organization is now to be thought as only part of a whole. It’s all about context.
d. Jim Moore introduces the word ‘ecosystem’ t the business world saying that we need to change our perspective
e. Business needs to learn how to collaborate and compete all at the same time.
f. Definition of quality versus the interest in it.
III) Evidence of Intention
a. In the past we have been too focused on the corporate, business, and function aspects of business but forgot about the personal aspect.
b. Change our focus from “What are we doing” to “Why are we doing it?” This is adding purpose to plans- the key for intention.
c. High-altitude image to personal purpose
IV) Evidence of Flexibility
a. Once we create our plan, we have to be open to changing it.
b. Throw out that stereotype- never look back. Learning, not knowing is the key to success, and flexibility means always learning.
c. Get back to the basics of the Scientific Method. Focus on hypothesis and testing.