Ten Schools of Thought on Strategic Management (PowerPoint PPT Slide Deck)

This PPT slide illustrates the complexities surrounding the relationship between a company's Intended Strategy and its Realized Strategy. It highlights the distinction between Deliberate and Emergent Strategies, emphasizing that what a company plans may not always align with what it ultimately executes. The Intended Strategy is depicted as the foundational plan, while the Deliberate Strategy represents the actions taken to achieve that plan. However, the slide points out that there are often Non-realized strategies, indicating that not all planned actions come to fruition.

The arrows indicate a flow over time, suggesting that as circumstances evolve, strategies may shift. The Emergent Strategies are shown diverging from the Intended Strategy, implying that external factors or internal dynamics can lead to adaptations that were not originally anticipated. This disconnect can create challenges during execution, as different stakeholders may interpret and implement strategies in varying ways.

The note at the bottom reinforces this idea, stating that the disconnect arises during execution due to differing perspectives among individuals involved in the process. This highlights the importance of clear communication and alignment across the organization to ensure that the Intended Strategy is effectively translated into the Realized Strategy.

For executives considering this document, the key takeaway is the necessity of recognizing and addressing the gaps between strategic intent and execution. Understanding these dynamics can lead to more effective strategy formulation and implementation, ultimately enhancing organizational performance.

This PPT slide titled "School of Design (2 of 2)" presents a comparative analysis of the benefits and limitations of the Design School in strategic management. It highlights 2 analytical frameworks utilized: SWOT Analysis and the Ashbridge Mission Model.

On the left side, the benefits are outlined. The Design School is noted for establishing order and reducing ambiguity, which can be particularly advantageous in environments where stability is prevalent. The simplicity and comprehensibility of the approach make it accessible for leaders, facilitating strong, visionary leadership. This aspect is crucial for organizations aiming to align their strategic direction with clear, defined goals.

Conversely, the right side of the slide details the limitations of this school of thought. It points out that the Design School is neither analytical nor intuitive, which can hinder decision-making processes. The lack of flexibility is a significant drawback, especially in dynamic environments where rapid change is the norm. Simplification of complex realities can lead to distorted perceptions, making it challenging to navigate multifaceted strategic issues. Additionally, there is a noted risk of resistance to change, often referred to as "not-invented-here" behavior, which can impede the implementation of new strategies.

Overall, this slide serves as a concise summary of the Design School's dual nature, offering insights into its practical applications and potential pitfalls. For decision-makers, understanding these aspects is vital for evaluating whether this approach aligns with their organizational needs and the current market environment.

This PPT slide presents a 2x2 matrix that categorizes ten distinct schools of thought in strategic management based on their focus on the external world versus internal processes. The vertical axis ranges from "Unpredictable, Confusing" to "Comprehensible, Controllable," while the horizontal axis moves from "Rational" to "Natural." This framework allows for a visual representation of how different strategic approaches align with various dimensions of external and internal factors.

On the left side of the matrix, schools like "Positioning" and "Planning" emphasize a more rational and controllable understanding of the external environment. These approaches are likely more structured and analytical, focusing on clear frameworks for decision-making. Conversely, the right side features schools such as "Entrepreneurial" and "Cultural," which lean towards a more natural and adaptive understanding of strategy, suggesting a need for flexibility and responsiveness to dynamic market conditions.

The slide also highlights that no single school of thought offers a complete perspective. It stresses the importance of integrating insights from multiple schools to form a comprehensive strategy. This multi-faceted approach is crucial for navigating the complexities of today’s business environment. The takeaway here is that a rigid adherence to one school may limit strategic effectiveness. Instead, leveraging a blend of perspectives can enhance strategic formulation, enabling organizations to better address both predictable and unpredictable challenges. This insight is vital for executives looking to refine their strategic toolkit.

This PPT slide outlines the School of Design's perspective on strategy formulation, emphasizing a structured approach to aligning internal capabilities with external challenges. The overview highlights that this school views strategy formation as a process that seeks to achieve a fit between an organization's strengths and weaknesses and the external threats and opportunities it faces. Senior management plays a crucial role in this process, crafting straightforward strategies through conscious thought rather than relying solely on analytical or intuitive methods.

The slide indicates that this method of strategy formulation was particularly influential up until the 1970s, shaping much of the teaching and practice in the field. The absence of a specific base principle suggests a flexible approach, allowing organizations to adapt strategies as necessary. The source of this school is attributed to P. Selznick, a notable figure in strategic management.

The intended strategy is described simply as "Fit," reinforcing the idea that successful strategy hinges on aligning internal and external factors. The realized strategy is framed as "Think," suggesting that strategy-making should be viewed as a case study, encouraging organizations to learn from their strategic decisions. This approach not only fosters a deeper understanding of strategic processes, but also promotes a culture of continuous improvement within the organization. For executives considering this framework, the emphasis on clarity and communication among staff is a key takeaway, ensuring that strategies are effectively implemented across all levels of the organization.