Opening Strategy

2019 ◽  
pp. 1-22
Author(s):  
Richard Whittington
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Theoretical Orientation ◽  
Alasdair Macintyre ◽  
Practice Change ◽  
Bottom Up ◽  
Anthony Giddens ◽  
Professional Field ◽  
Strategy As Practice ◽  
Open Strategy

This chapter introduces the central arguments of Opening Strategy. In particular, it traces the development of three key strategic practices since the middle of the last century to today: strategic planning, strategic management, and open strategy. These practices have gradually made strategy an increasingly inclusive and transparent activity. These practices operate within Strategy as a professional field. The direction of practice change is influenced by exogenous forces upon this field, in particular organizational, cultural, and technological trends. The manner of practice change is influenced by the precarious and permeable nature of the Strategy field, granting important roles to the bottom-up initiatives of strategy consultants and corporate strategists. This chapter provides a basic theoretical orientation for the remainder of the book, extending the Strategy-as-Practice tradition in a macro direction and drawing on the work of Anthony Giddens and Alasdair MacIntyre. The chapter introduces the statistical, interview, archival, and published sources used throughout the book.

Making Strategy

2019 ◽  
pp. 23-57
Author(s):  
Richard Whittington
Keyword(s):  
Small Groups ◽  
Structural Characteristics ◽  
Theoretical Framework ◽  
Alasdair Macintyre ◽  
Practice Change ◽  
Anthony Giddens ◽  
Is Strategy ◽  
Strategy As Practice ◽  
The Way

This chapter introduces the theoretical framework for Opening Strategy. The book builds particularly on the practice theories of Anthony Giddens and Alasdair MacIntyre. Giddens identifies the mechanisms of practice change in the levering of structural conditions; MacIntyre locates the motivations for change in both instrumentalism and idealism. This chapter constructs from Giddens and MacIntyre a 4P model of Strategy-as-Practice, in which praxis, practices, practitioners, and profession are all important for change in Strategy’s macro practices. The Strategy profession is structurally exposed to organizational, cultural, and technological forces for practice change. Its structural characteristics of precariousness and permeability influence the way in which change comes about. Ultimately, however, it is strategy consultants and corporate strategists who enact new practices on the ground. Practice change is produced by the agency of individuals and small groups negotiating structural opportunities and constraints according to principles that are both instrumental and idealistic.

Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management

2020 ◽  
Vol 62 (2) ◽  
pp. 30-52 ◽  
Author(s):  
Eric Knight ◽  
Jarryd Daymond ◽  
Sotirios Paroutis
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Design Thinking ◽  
Organizational Practice ◽  
Customer Data ◽  
Corporate Managers ◽  
Practice Perspective ◽  
Current Design ◽  
Strategy As Practice ◽  
Insight Into

Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management “Design-Led Strategy” and show how it complements but extends current design-thinking perspectives. Adopting a strategy-as-practice perspective, this article identifies four archetypal practices that managers can use to strategize with design-thinking content. Its findings provide insight into the practices associated with situating design thinking within organizational practice.

Opening Strategy

2019 ◽  
Author(s):  
Richard Whittington
Keyword(s):  
Social Context ◽  
Strategic Planning ◽  
Strategic Management ◽  
Long Range ◽  
General Electric ◽  
Wide Range ◽  
The World ◽  
Long Range Planning ◽  
Open Strategy ◽  
Standard Strategy

Opening Strategy recounts the origins and development of Strategy as a profession from the middle of the last century to the present day. In particular, it focuses on how strategic planning superseded long-range planning, and the more recent rise of strategic management and open strategy. Together, these practices have contributed to growing inclusiveness and transparency in contemporary organizations. Informed by interviews with corporate strategists at leading companies around the world, eminent consultants at firms such as Bain, the Boston Consulting Group, and McKinsey & Co., and the internal archives of strategic innovators such as General Electric and Shell, this book provides vivid insights into the trials and tribulations of practice innovation in Strategy, and stresses the hard work of the little-recognized and sometimes eccentric innovators within the profession. By building on a wide range of illustrations, covering both successes and failures, the book draws out general lessons for practice innovation in Strategy. Those studying the topic will be able to set standard strategy techniques in historical and social context and develop new areas for investigation, while practising executives and consultants should gain a sense of how to innovate in Strategy—and how not to.

Changing Strategy—for the Better

2019 ◽  
pp. 254-274
Author(s):  
Richard Whittington
Keyword(s):  
Technological Change ◽  
Strategic Management ◽  
Practice Change ◽  
General Electric ◽  
Institutional Work ◽  
Policy Makers ◽  
Consulting Firms ◽  
Structural Weakness ◽  
Future Practice ◽  
Open Strategy

This chapter summarizes how Strategy’s practices have become gradually more open and inclusive since the middle of the last century. In particular, it underlines how the development of first strategic planning, then strategic management, and then open strategy have resulted from the institutional work of innovators from such prominent corporations as General Electric and Red Hat, and from leading consulting firms, particularly BCG, Bain, McKinsey, Gemini, GBN, and Strategos. This work has been influenced both by the exogenous forces of organizational, cultural, and technological change, and by the structural weakness of the Strategy profession, particularly its precariousness and permeability. The chapter proposes lessons for future practice change in Strategy, and develops implications for Strategy professionals, for policy-makers, for researchers, and for teachers. The book concludes by arguing for the benefits of open strategy not just for organizations and their immediate stakeholders, but for society as a whole.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

Principles of strategic financial management and their implementation in the information economy

2021 ◽  
Vol 27 (12) ◽  
pp. 2772-2784
Author(s):  
Anna P. GAVRYUSHENKO
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Financial Management ◽  
Systems Approach ◽  
Information Economy ◽  
Legal Doctrine ◽  
Doctrinal Development ◽  
Russian Version ◽  
Management Objectives ◽  
Current State

Subject. This article discusses the general principles of strategic management in relation to strategic financial management. Objectives. The article aims to substantiate and formulate the principles of strategic financial management applicable in the conditions of the Russian version of the information economy, corresponding to the current documents of strategic planning and to the current state of the financial and legal doctrine. Methods. For the study, I used a systems approach, functional and structural analysis, retrospection, forecasting, observation, and classification. Results. The article reveals significant shortcomings of the current strategic planning documents, the lack of doctrinal development, as well as the normative consolidation of general and special principles, which could contribute to solving tasks by strategic financial management effectively. Conclusions. The general principles of strategic management in the economy as a whole are applicable and can be used as the basis for strategic financial management.

scholarly journals An historical framework for psychiatric nosology

2009 ◽  
Vol 39 (12) ◽  
pp. 1935-1941 ◽  
Author(s):  
K. S. Kendler
Keyword(s):  
Psychiatric Illness ◽  
Theoretical Orientation ◽  
A Priori ◽  
Early History ◽  
Top Down ◽  
Species Definition ◽  
Psychiatric Nosology ◽  
Bottom Up ◽  
Starting Point ◽  
History Of

This essay, which seeks to provide an historical framework for our efforts to develop a scientific psychiatric nosology, begins by reviewing the classificatory approaches that arose in the early history of biological taxonomy. Initial attempts at species definition used top-down approaches advocated by experts and based on a few essential features of the organism chosena priori. This approach was subsequently rejected on both conceptual and practical grounds and replaced by bottom-up approaches making use of a much wider array of features. Multiple parallels exist between the beginnings of biological taxonomy and psychiatric nosology. Like biological taxonomy, psychiatric nosology largely began with ‘expert’ classifications, typically influenced by a few essential features, articulated by one or more great 19th-century diagnosticians. Like biology, psychiatry is struggling toward more soundly based bottom-up approaches using diverse illness characteristics. The underemphasized historically contingent nature of our current psychiatric classification is illustrated by recounting the history of how ‘Schneiderian’ symptoms of schizophrenia entered into DSM-III. Given these historical contingencies, it is vital that our psychiatric nosologic enterprise be cumulative. This can be best achieved through a process of epistemic iteration. If we can develop a stable consensus in our theoretical orientation toward psychiatric illness, we can apply this approach, which has one crucial virtue. Regardless of the starting point, if each iteration (or revision) improves the performance of the nosology, the eventual success of the nosologic process, to optimally reflect the complex reality of psychiatric illness, is assured.

scholarly journals Pragmatics of improving planning and management in the hotel and restaurant business

2020 ◽  
pp. 56-64
Author(s):  
Zinoviy Bryindzia ◽  
Andrii Kulyk
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Initial Conditions ◽  
Planning And Management ◽  
Long Run ◽  
Strategic Factors ◽  
Business Entities ◽  
Questionnaire Research ◽  
Improved Model ◽  
Strategic Perspective

Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.

scholarly journals Ensuring the Competitiveness in the Advertising Industry by Means of Strategic Management

2020 ◽  
Author(s):  
Vitalii Alekseevich Drobiashchenko ◽  
Sergei Igorevich Moroz
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Advertising Industry ◽  
Effective Advertising ◽  
Operational Activities

The article offers a detailed justification for the need for timely determination and formation of strategic management of the organizations' operational activities in the field of advertising services. This approach allows you to organize an effective advertising process, determine acceptable options for strategic planning of activities.

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