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Finally - Does Strategy Matter?
Sunderland Business School
London Campus
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Source: Adapted from Mintzberg, H., Ahlstrand, B., Lampel, J.,(2009,) Strategy Safari, plete guide through the wilds of Strategic Management, , 2nd Edition, Pearson Education Limited;
THE
DESIGN
SCHOOL
THE
PLANNING
SCHOOL
THE
POSITIONING
SCHOOL
THE
ENTREPRENEURIAL
SCHOOL
THE
COGNITIVE
SCHOOL
THE
LEARNING
SCHOOL
THE
POWER
SCHOOL
THE
CULTURAL
SCHOOL
THE
ENVIRONMENTAL
SCHOOL
Strategy – Lecture 2 Schools of thought
THE
CONFIGURATION
SCHOOL
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Remember ……. Analytical Tools  Lecture 2
SWOT
PEST
PESTEL
BCG
MATRIX
ANSOFF’S
MATRIX
PORTER’S
3 GENERIC
STRATEGIES
PORTER’S
FIVE
FORCES
PORTER’S
VALUE
CHAIN
LIFE
CYCLE
MODELS
INDUSTRY
LIFE
CYCLE
ORGANISATION
STRUCTURE
DIRECTIONAL
POLICY
MATRIX
RICH
PICTURE
PETENCES
PORTER’S
DIAMOND
BALANCED
SCORECARD
LEAN
JUST
IN
TIME
THE 7S
FRAMEWORK
DUNNING’S
OLI
PIMS
STRATEGY
CLOCK
RISK
MANAGEMENT
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Strategy…..
“Whether we look at warfare, chess, politics, sport, or business, the ess of individuals anizations is seldom the e of a purely random process”
Grant (2002:12)
Grant ., 2002, Contemporary strategy analysis : concepts, techniques, applications,4th Edition, Blackwell Publishers
First Century AD Frontinus defined it as
“Everything achieved by mander, be it characterised by foresight, advantage, enterprise, or resolution”
Cummings S., 1993, Long Range Planning. No 3, “Brief Case: The First Strategists’; cited in De Wit & Meyer,(2010) Strategy Process, Content, Context, an international perspective 4th Edition
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STRATEGIC DRIFT…..
99 Years
Source: Johnson, Scholes and Whittington, (2008) Exploring Corporate Strategy, 8th Edition, , © Pearson Education Limited
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Bowman’s Strategy Cloc