ÅA Strategy, Strategy Strategy … Hang on, here we go!

ÅA I was in a warm bed and suddenly I’m part of a plan Woody Allen in Shadows and Fog

ÅA Ten schools; 9+1 (Mintzberg’s view!) Prescriptive, normative  How strategies should be formulated  The Design school informal design originated in the 1960s basis for the following two  The Planning school systematic process of formal planning originated in the 1970s  The Positioning school selection of strategic positions originated in the 1980s Descriptive  How strategies do get made  The Entrepreneurial school creation of vision by leaders  The Cognitive school enter into the strategists mind  The Learning school strategies must emerge in small steps  The Power school a process of negotiations  The Cultural school strategy rooted in the culture of an organization  The Environmental school strategy is a reactive process to the firm’s external context

ÅA And then there is #10 The Configurational School combines all above!

ÅA Here is another approach Courtesy Brännback&Näsi

ÅA A Cognitive Perspective of Strategy Six perspectives which can exist separately or jointly  Strategy is an integrated decision-making model of the firm – can be very simple or extremely complex!  Strategy enforces the long-term mission of the firm  Strategy determines the competitive scope of the firm  Strategy is the operationalisation of the SWOT- analysis  Strategy provides a system of structures for corporate, SBU, and functional leadership  Strategy provides an interactive model between the firm and its shareholders and stakeholders

ÅA Strategy as a set of techniques Portfolio planning, agenda, benchmarking, outsourcing, lean and agile management, total quality management, business process reengineering, competence-based competition, Malcolm Baldrige, quick ratios, customer relationship management, SBU- thinking, key or critical success factors, fortify-and-defend strategies, joint ventures, strategic alliances, networking, and balanced scorecard … How-to tools as opposed to what-to-do

ÅA Strategy Concepts Norm Concepts Strategy Mission Creed Policy Budget Corporate Planning Management by Objectives Vision (II) Humane Concepts Leadership Managerial Work Corporate Cultures Excellence Factors Vision (I) Logic Concepts Business Idea Business Definition Value Chain Dominant Logic Logic of Action Paradigm Recipe Industrial Wisdom Activity Systems Logic Concepts in Strategic Thinking

ÅA Norm & Humane Norm  Seek to prescribe what firms ought to do, what is accepted, important, and relevant.  planning concepts systematic approach to express where the firm ought to be in the future and what it ought to do to achieve the set of goals.  evolved in the 1960s and 1970s  widely popular and are still.  have been used the most by business Humane  Addressed issues like leadership  what is good leadership  what kind of charactersitics a good leader should possess  describing the cultures existing in companies  managerial work

ÅA Logic concepts (LC) Embrace the idea of understanding The notion of intentional strategy  requires some shared beliefs, values, norms, and objectives  Several levels and dimensions Implicit – expressions of logic  business idea (Normann, 1975)  business definition (Abell, 1980)  value chain (Porter, 1985)  activity system (Porter, 1996) Explicit  logics of action (Karpik, 1981)  dominant logic (Prahalad and Bettis, 1986, von Krogh and Roos, 1996)  strategy logic (Näsi et al, 1996) Macro and Micro level LC Macro  Industry Recipe (Grinyer and Spender, 1979)  Industry Wisdom (Hellgren and Melin, 1993) Micro  Company paradigm (Spender, 1980, Johnson and Scholes, 1988)  Strategic way of thinking

ÅA Industry Recipe (x, y,.., n) Company Paradigm (x, y,.., n) Strategy Logic (x, y,.., n)

ÅA The Pharmaceutical Industry Industry Recipe X Company Paradigm Y Strategy Logic Z The Agri Industry Industry Recipe X The Food Industry Industry Recipe X The Pharmaceutical Industry Industry Recipe X’’ Company Paradigm Y’’ Strategy Logic Z’’ The Biotechnology Industry Industry Recipe X’ Company Paradigm Y’ Strategy Logic Z’ Technological Change

ÅA The Food Industry Industry Recipe X Company Paradigm Y Strategy Logic Z The Health Care Service Industry Industry Recipe X Company Paradigm Y Strategy Logic Z The Agri Industry Industry Recipe X Company Paradigm Y Strategy Logic Z The Pharmaceutical Industry Industry Recipe X’’ Company Paradigm Y’’ Strategy Logic Z’’ The Biotechnology Industry Industry Recipe X’ Company Paradigm Y’ Strategy Logic Z’ The Materials Industry Industry Recipe X Company Paradigm Y Strategy Logic Z

ÅA The Reality in Logic Concpets in Strategic Thinking Norm Concepts Humane Concepts Logic Concepts

ÅA Three layers of ST stakeholders The public Journalists Owners Professional Analysts, e.g. stock market analysts, VCs Journalists Owners Professional Analysts, e.g. stock market analysts, VCs CEO, Board of Directors, Assistant strategists, e.g. SBU vice presidents) Scholars Consultants, teachers CEO, Board of Directors, Assistant strategists, e.g. SBU vice presidents) Scholars Consultants, teachers

ÅA The tension in strategy-making Planning Machinery Documents Formal Code of conduct Schedules Deadlines Manadatory procedures Seriousness Creative organising Creativity Ideas Flexibility Thought Motivation Informal Fun Tension

ÅA Just What is Strategy?!! Write a Key Learning note of Logic Concepts in Strategic Thinking and of Strategy as Simulacra– Max. 5 pages Turn in No later than Feb 15 They will help you on the path of your long paper but also in the workshops