Henry Mintzberg The Strategy Process Pdf

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Henry Mintzberg Model
Henry Mintzberg The Strategy Process Pdf
Mintzberg The Strategy Process
Mintzberg On Strategy

This chapter aims to visualise the knowledge networks implicit in Henry Mintzberg’s Ten Schools of strategic management. By mapping how all their certainties and uncertainties are interlinked, the intention is to build up a deeper understanding of the relationship between ideology and approaches to strategic management. The diagrams presented.

There are two people, and only two, whose ideas must be taught to every MBA in the world: Michael Porter and Henry Mintzberg.  This was true more than 25 years ago, when I did my MBA at USC. These are two academics who have had real impact for a long time.  Part of their success, beyond having big relevant ideas, is due to their clear and concise writing skills (There is certainly a lesson in there for many of us business school academics).

Both have been very influential in the study of strategy, an area of considerable interest to many Forbes readers.  You can contrast their two views as Porter’s taking a more deliberate strategy approach while Mintzberg’s emphasize emergent strategy.   Both are still taught, in fact, I taught Porter’s 3 Generic Strategies and his 5 Forces Model not two weeks ago in an undergraduate strategy course at McGill. Which is most useful today?

The world of deliberate strategy is one that I remember well from my days as a corporate manager at IBM and then as an executive teacher at Oxford and LBS. It was a world of strategy planning weekends at posh hotels in the English countryside, where we sat in rooms discussing the 5 Forces in our particular industry and what would we change in the model if we had a fairy's magic wand. The output was 3 ring binders in North America and 2 ring binders in Europe. This worked well in its day, back in the 80s and part of the 90s, wonderful times now looking back on it, when the past was quite helpful in predicting the future. However, the nature of the world today no longer lends itself, by in large, to this type of strategy.

Emergent strategy is the view that strategy emerges over time as intentions collide with and accommodate a changing reality.  Emergent strategy is a set of actions, or behavior, consistent over time, 'a realized pattern [that] was not expressly intended' in the original planning of strategy. Emergent strategy implies that an organization is learning what works in practice. Given today’s world, I think emergent strategy is on the upswing.  Here’s why.

But first, in the interest of transparency, I have worked closely with Henry co-directing and co-teaching on Leadership Programs at McGill, where we are both on the faculty, for more than a decade.   In fact, many times, I have presented key parts of Porter’s ideas on strategy  for a couple of hours and then Henry presents his ideas as a contrast to Michael’s.   We started doing this tag team effort about 11 years ago and it has become increasingly easy for Henry to shoot me down in the last few years. And the executives in the class agree with Henry.

It seems the relatively stable world of (at least part of) my corporate career has gone the way of the dodo.  At times, it seems the world‘s gone nuts.  Let me count the ways: Japan, the PIGS,  9/11, Hurricane Katrina, SARS,  the financial collapse of 2008 and 2009, the BPoil spill, and many more examples.  As one writer put in it this weekend’s Sunday New York Times, “For a moment, all the swans seemed black.”  However, as my friend Dick Evans, ex-CEO of Alcan, pointed out that my memory was being a bit selective, as it was not only recently that stability seems to have gone out the window. He reminded me of the time he was stationed “in Africa experiencing 3 coups – and then back in the USA in the midst of the junk bond raiders, a wrenching manufacturing recession and the fall of the Iron Curtain – not to mention personally experiencing the Loma Prieta earthquake. All of these seemed pretty “black swanish” to me at the time!”   Fair point, nevertheless, it seems that strategy has shifted in the last decade to where the planning school no longer has the street cred it once had. It is precisely because we cannot, try as we may, control the variables that factor into business decisions that Mintzberg’s emergent strategy is so useful.

Porter’s ideas are still relevant, my colleagues and I still teach them, so I still believe in them and when I talk to corporate CEOs they still use them as part of their strategy planning thinking.  But they are getting a bit long in the tooth for today’s different world. Henry’s emergent strategy ideas simply seem to be more relevant to the world we live in today – they reflect the fact that our plans will fail. This is not to say that planning isn’t useful, but other than some long term technology plans, the day of the 5 year and even 2 year plans has faded and emergent strategy is the reality in most industries that I work with.  You must be much more fleet of foot, strategic flexibility is what we are looking for in most industries. The boundaries are more fluid now. For many, albeit not all, knowing what industry you are in is not as clear cut as it once was. This makes industry analysis less easy.  The value chain is now shared across firm boundaries and at times, in part, in common with competitors.

Though I think that Henry’s ideas have pulled ahead of Michael’s, I very much keep on an eye on Porter’s thinking.  I interviewed him recently for a weekly videocast I do for the Globe and Mail, Canada’s National Newspaper, because his new ideas are very much current.  Interestingly both Porter and Mintzberg started to put a great deal of their attention on Health Care about 8-10 years ago.  They approach the topic differently. Porter is in the U.S. and Mintzberg in Canada, which have quite different health care systems, yet when I realized this it was clear signal to me that this is an area that I should pay attention to. The other thing Porter has been working on, Corporate Social Responsibility, suggests a fairly fundamental change in how corporate American runs itself. Meanwhile, Henry is working on Rebalancing Society..radical renewal beyond Smith and Marx.

So when it comes to Strategy I think Henry’s ideas are au courant. Yet when I consider their most recent respective work I see that they are looking at two not dissimilar topics, albeit in different ways.  We are indeed fortunate that these two outstanding minds are still at it when many others are retired. Still two, too very much keep an eye on!

This new

But first, in the interest of transparency, I have worked closely with Henry co-directing and co-teaching on Leadership Programs at McGill, where we are both on the faculty, for more than a decade. In fact, many times, I have presented key parts of Porter’s ideas on strategy for a couple of hours and then Henry presents his ideas as a contrast to Michael’s. We started doing this tag team effort about 11 years ago and it has become increasingly easy for Henry to shoot me down in the last few years. And the executives in the class agree with Henry.

It seems the relatively stable world of (at least part of) my corporate career has gone the way of the dodo. At times, it seems the world‘s gone nuts. Let me count the ways: Japan, the PIGS, 9/11, Hurricane Katrina, SARS, the financial collapse of 2008 and 2009, the BPoil spill, and many more examples. As one writer put in it this weekend’s Sunday New York Times, “For a moment, all the swans seemed black.” However, as my friend Dick Evans, ex-CEO of Alcan, pointed out that my memory was being a bit selective, as it was not only recently that stability seems to have gone out the window. He reminded me of the time he was stationed “in Africa experiencing 3 coups – and then back in the USA in the midst of the junk bond raiders, a wrenching manufacturing recession and the fall of the Iron Curtain – not to mention personally experiencing the Loma Prieta earthquake. All of these seemed pretty “black swanish” to me at the time!” Fair point, nevertheless, it seems that strategy has shifted in the last decade to where the planning school no longer has the street cred it once had. It is precisely because we cannot, try as we may, control the variables that factor into business decisions that Mintzberg’s emergent strategy is so useful. https://abciavisre.tistory.com/24.

Porter’s ideas are still relevant, my colleagues and I still teach them, so I still believe in them and when I talk to corporate CEOs they still use them as part of their strategy planning thinking. But they are getting a bit long in the tooth for today’s different world. Henry’s emergent strategy ideas simply seem to be more relevant to the world we live in today – they reflect the fact that our plans will fail. This is not to say that planning isn’t useful, but other than some long term technology plans, the day of the 5 year and even 2 year plans has faded and emergent strategy is the reality in most industries that I work with. You must be much more fleet of foot, strategic flexibility is what we are looking for in most industries. The boundaries are more fluid now. For many, albeit not all, knowing what industry you are in is not as clear cut as it once was. This makes industry analysis less easy. The value chain is now shared across firm boundaries and at times, in part, in common with competitors.

Though I think that Henry’s ideas have pulled ahead of Michael’s, I very much keep on an eye on Porter’s thinking. I interviewed him recently for a weekly videocast I do for the Globe and Mail, Canada’s National Newspaper, because his new ideas are very much current. Interestingly both Porter and Mintzberg started to put a great deal of their attention on Health Care about 8-10 years ago. They approach the topic differently. Porter is in the U.S. and Mintzberg in Canada, which have quite different health care systems, yet when I realized this it was clear signal to me that this is an area that I should pay attention to. The other thing Porter has been working on, Corporate Social Responsibility, suggests a fairly fundamental change in how corporate American runs itself. Meanwhile, Henry is working on Rebalancing Society..radical renewal beyond Smith and Marx.

So when it comes to Strategy I think Henry’s ideas are au courant. Yet when I consider their most recent respective work I see that they are looking at two not dissimilar topics, albeit in different ways. We are indeed fortunate that these two outstanding minds are still at it when many others are retired. Still two, too very much keep an eye on!

This new Forbes.com column is called Rethinking Leadership. What I will do one week is to feature video interviews with top business professors from the world’s leading business schools on their latest thinking, how they are rethinking what we teach in B-schools. The other week I will write an on-line column like this one. A key theme is to ruminate on how younger people, what I call the PostModern Generation, want to be worked with. A book I am working on is entitled: PostModern Management: Leading, Managing Working With Under 35s The Way They Want To Be Worked With. Computer hardware & networking notes in pdf online. They don’t want to be lead or managed, those words are too strong for them, they want to be worked with, more on that soon.

Born	September 2, 1939 (age 79) Montreal, Quebec, Canada
Nationality	Canadian
Institution	Desautels Faculty of Management
Alma mater	McGill University(B.Eng 1961) MIT(Ph.D. 1968)

Henry Mintzberg, OCOQFRSC (born September 2, 1939) is a Canadian academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, Canada, where he has been teaching since 1968.^[1]

Early life[edit]

Mintzberg was born in Montreal, Quebec, Canada; the son of the Jewish parents: Myer (a manufacturer) and Irene (Wexler) Mintzberg.^[2] He completed his undergraduate degree in mechanical engineering at the Faculty of Engineering of McGill University. He completed his Master's degree in Management and PhD from the MIT Sloan School of Management in 1965 and 1968 respectively.^[3] Artificial ripening of fruits pdf download.

Career[edit]

In 1997, Professor Mintzberg was made an Officer of the Order of Canada. In 1998 he was made an Officer of the National Order of Quebec.He is now a member of the Strategic Management Society.

In 2004 he published a book entitled Managers Not MBAs (Mintzberg 2004) which outlines what he believes to be wrong with management education today. Mintzberg claims that prestigious graduate management schools like Harvard Business School and the Wharton Business School at the University of Pennsylvania are obsessed with numbers and that their overzealous attempts to make management a science are damaging the discipline of management. Mintzberg advocates more emphasis on post graduate programs that educate practicing managers (rather than students with little real world experience) by relying upon action learning and insights from their own problems and experiences.^[4]

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Mintzberg has twice won the McKinsey Award for publishing the best article in the Harvard Business Review (despite his critical stance about the strategy consulting business). He is also credited with co-creating the organigraph, which is taught in business schools.^[5]

From 1991 to 1999, he was a visiting professor at INSEAD.

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Henry Mintzberg Model

Mintzberg writes on the topics of management and business strategy, with more than 150 articles and fifteen books to his name. His seminal book, The Rise and Fall of Strategic Planning (Mintzberg 1994), criticizes some of the practices of strategic planning today.

Mintzberg runs two programs at the Desautels Faculty of Management which have been designed to teach his alternative approach to management and strategic planning: the International Masters in Practicing Management (I.M.P.M.)^[6] in association with the McGill Executive Institute and the International Masters for Health Leadership (I.M.H.L.). With Phil LeNir, he owns Coaching Ourselves International, a private company using his alternative approach for management development directly in the workplace.

Contribution to organization theory[edit]

The organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations (originally only five; the sixth one was added later):^[7]

Simple structure characteristic of entrepreneurial organization
Machine bureaucracy
Professional bureaucracy
Diversified form
Adhocracy or Innovative organization

Regarding the coordination between different tasks, Mintzberg defines the following mechanisms:^[7]

Mutual adjustment, which achieves coordination by the simple process of informal communication (as between two operating employees)
Direct supervision, is achieved by having one person issue orders or instructions to several others whose work interrelates (as when a boss tells others what is to be done, one step at a time)
Standardization of work processes, which achieves coordination by specifying the work processes of people carrying out interrelated tasks (those standards usually being developed in the technostructure to be carried out in the operating core, as in the case of the work instructions that come out of time-and-motion studies)
Standardization of outputs, which achieves coordination by specifying the results of different work (again usually developed in the technostructure, as in a financial plan that specifies subunit performance targets or specifications that outline the dimensions of a product to be produced)
Standardization of skills (as well as knowledge), in which different work is coordinated by virtue of the related training the workers have received (as in medical specialists – say a surgeon and an anesthetist in an operating room –responding almost automatically to each other’s standardized procedures)
Standardization of norms, in which it is the norms infusing the work that are controlled, usually for the entire organization, so that everyone functions according to the same set of beliefs (as in a religious order)

According to the organizational configurations model of Mintzberg, each organization can consist of a maximum of six basic parts:^[7]

Strategic Apex (top management)
Middle Line (middle management)
Operating Core (operations, operational processes)
Technostructure (analysts that design systems, processes, etc.)
Support Staff (support outside of operating workflow)
Ideology (halo of beliefs and traditions; norms, values, culture)

Contribution to business strategy theory[edit]

Perhaps the most distinctive feature of Mintzberg’s research findings and writing on business strategy, is that they have often emphasized the importance of emergent strategy, which arises informally at any level in an organisation, as an alternative or a complement to deliberate strategy, which is determined consciously either by top management or with the acquiescence of top management.^[8] He has been strongly critical of the stream of strategy literature which focuses predominantly on deliberate strategy.^[9]^[10]

Mintzberg is cited in Chamberlain's Theory of Strategy as providing one of the four main foundations on which the theory is based.

Bibliography[edit]

The Nature of Managerial Work (1973), Harper & Row.
The Structuring of Organizations: A Synthesis of the Research (1979), Prentice-Hall.
Power in and Around Organizations (1983), Prentice-Hall; ISBN978-0-13-686857-6.
Structure in Fives: Designing Effective (1983), Prentice-Hall; ISBN978-0-13-854349-5.
Mintzberg on Management: Inside Our Strange World of Organizations (1989), Simon and Schuster; ISBN978-0-02-921371-1.
Rise and Fall of Strategic Planning (1994), Simon and Schuster; ISBN978-1-4391-0735-5.
Why I Hate Flying: Tales for the Tormented Traveler (2001), Texere;ISBN978-1-58799-063-2.
Strategy Safari: A Guided Tour Through The Wilds of Strategic Management (with Bruce Ahlstrand; Joseph Lampel, 2005), Simon and Schuster; ISBN978-0-7432-7057-1.
Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development (2005), Berrett-Koehler Publishers; ISBN9781576753514.
Tracking Strategies: Toward a General Theory (2007), OUP Oxford; ISBN978-0-19-160779-0.
Managing (2009), Berrett-Koehler Publishers; ISBN9781576753408.
Simply Managing: What Managers Do — and Can Do Better (2013), Berrett-Koehler Publishers; ISBN9781609949235.
Management? It's Not What You Think! (2013), Pearson UK; ISBN978-0-273-74881-6.
Strategy Bites Back (2013), Pearson UK; ISBN0-273-74716-9.
Rebalancing Society: Radical Renewal Beyond Left, Right, and Center (2014), Berrett-Koehler Publishers; ISBN9781626563179.
Managing the Myths of Health Care: Bridging the Separations between Care, Cure, Control, and Community (2017), Berrett-Koehler Publishers; ISBN9781626569058.
Bedtime Stories for Managers: Farewell to Lofty Leadership. . . Welcome Engaging Management (2019), Berrett-Koehler Publishers; ISBN9781523098781.

Notes[edit]

^https://www.mcgill.ca/desautels/henry-mintzberg
^'Mintzberg, Henry 1939- - Dictionary definition of Mintzberg, Henry 1939-'. Encyclopedia.com: FREE online dictionary. September 2, 1939. Retrieved January 11, 2018.
^Mintzberg's CvArchived 2007-07-08 at the Wayback Machine
^IMPM.org and Coachingourselves.com
^HBSWK.hbs.edu
^http://www.impm.org
^ ^a^b^cRobertas Jucevičius 'Strateginis organizacijų vystymas', 'Pasaulio lietuvių kultūros, mokslo ir švietimo centras', 1998, ISBN9986-418-07-0, p. 81-92
^Mintzberg, Henry, 1994, The rise and fall of strategic planning: Reconceiving roles for planning, plans, planners, Free Press, Toronto, pp. 24–25.
^Mintzberg, Henry, 1990, The Design School: Reconsidering the basic premises of strategy formation, Strategic Management Journal, vol. 11, no. 3, pp. 171–196.
^Mintzberg, Henry, Ahlstrand, Bruce, and Lampel, Joseph, 1998, Strategy safari: A guided tour through the wilds of strategic management, Free Press, New York, pp. 33–35.