Final Bs Ppt- Sr4

8/8/2019 Final Bs Ppt- Sr4

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MeaningMeaning

Arrived in the mid 1960.

The articulation & elaboration of strategies, or visions,

that already exist.

Strategic planning is not strategic thinking.

It has discouraged the commitment of top managers &

has tended to create the very climates its proponents

have found so uncongenial to practice.

George Steiner, if an org is managed by intuitive

geniuses there is no need for strategic planning


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FALLACIESFALLACIES

Expert : one who avoids the pitfalls on the way to the

grand fallacy.

Fallacies of strategic planning : analysis encompasses

synthesis, strategic planning is strategic thinking

This rests on 3 fallacious assumptions.


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FALLACY of PREDICTIONFALLACY of PREDICTION

The world is supposed to hold still while the plan is

being developed and then stay on the predicted

course while that plan is being implemented.

Repetitive patterns may be predictable but

forecasting of discontinuities is impossible.

In 1956 Igor Ansoff , Corporate Strategy

assumption

actual


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FALLACY ofDETACHMENTFALLACY ofDETACHMENT

If the system does the thinking, then the foll must be

detached from each other:

Innovation has never been institutionalized & systems

can never be able to reproduce the synthesis created

anyone.

Strategies from operations Formulation from implementation

Thinkers from doers

Strategists from objects

assumption

actual


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FALLACY ofFORMALIZATIONFALLACY ofFORMALIZATION

It implies a rational sequence, from analysis through

administrative procedure to eventual action.

But strategy making as a learning process can proceed

in other direction too.

Formal procedures will never be able to able to :

assumption

actual

Forecast discontinuities

Inform detached managers

Create novel strategies


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Planning, Plans andPlanning, Plans andPlannersPlanners


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Planning as StrategicPlanning as Strategic

ProgrammingProgramming Involves 3 steps

Codification : clarifying & expressing the strategies in terms

sufficiently clear to render them formally operational, so thattheir consequences can be worked out in detail.

Elaboration : breaking down the codified strategies into sub

strategies and ad hoc programs as well as overall action plansspecifying what must be done to realize each strategy.

Conversion : considering the effect of the changes on the

organizations operations.


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Plans as Tools toPlans as Tools to

Communicate & ControlCommunicate & Control

Plans in the form of programs can be prime media to

communicate strategic intentions & to control the individualpursuit of them as common direction is considered more

important than individual discretion.

Plans can also be used to gain the tangible as well as moralsupport of influential outsiders.


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Planners asPlanners as

SStrategy

Finde

rs

trategy

Finde

rs

Planners can assist managers in finding fledgling

strategies in their organizations activities or in thoseof competing organizations.

Planners can develop new ways of doing or perceiving

things.

Planners can also act as analyst and catalyst.


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Left & RightLeft & Right--Handed PlannersHanded Planners

Right handedplanner

Analytic thinker

Dedicated in bringingorder

Scrutinizes strategiesintended forimplementation

Left handed planner

Creative thinker

Likes to find strategies instrange places

Inclined towards theintuitive processes


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Formalization EdgeFormalization Edge

Strategy making is not an isolated process. It does not happen

just because a meeting is held with that label.

It is a process interwoven with all that it takes to manage anorganization.

Systems do not think, & when they are used for more than the

facilitation of human thinking, they can prevent thinking.

The story of strategic planning, has taught us not only about

formal technique itself but also about how organizations

function & how managers do and dont cope with that

functioning.


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Thank youThank you

Compiled by :

Jasveen Kaur

Final Bs Ppt- Sr4

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