Critical review of Crafting Strategy
A Critical Review of “Crafting Strategy” By Henry Mintzberg
Word Count: 1068
1
Contents
Page
Introduction
3
Placing of the article in the wider strategy debate
3-4
Discussion of Strengths and Weaknesses
4-5
Conclusion
5
Reference
6-8
2
Introduction
Strategic management contains various subjects and topics, most of which do not have the consistent identity (Ketchen, Boyd and Bergh, 2008). It is no doubt that there are still many debates towards strategy concept. In this essay, the article “crafting strategy” will be reviewed. This is analysed by putting the article in to a wider debate about strategy, then discussing its main strengths and weaknesses.
Placing of the article in the wider strategy debate
This article’s view fits the debate of prescriptive and emergent strategy. According to
Whittington, prescriptive strategy is a rational approach in which planning plays a vital role, and it is more appropriate for large and mature industries (2002). However, Mintzberg challenged this perspective, saying that the process of strategy is distorted by the planning that misguides the organisations (1987).
The differences between prescriptive and emergent strategy can be identified in two points.
Prescriptive strategy means formal planning, which involves an analytic process by top executives to set up a long-term mission and later undertaking by staff (Ansoff, 1965).
However, in the view of emergent strategy, “It is not possible to develop a perspective of the future and formulate explicit objective in an unpredictable environment; instead, it is necessary to react in a flexible, opportunistic and accidental manner to new, unpredictable developments” (Idenburg, 1993: 136). In addition, due to the volatility and variability in market conditions, management decisions depend on information that is imprecise and fluctuated. As a result, an emergent strategic approach is more suitable for forms to
conduct
Word Count: 1068
1
Contents
Page
Introduction
3
Placing of the article in the wider strategy debate
3-4
Discussion of Strengths and Weaknesses
4-5
Conclusion
5
Reference
6-8
2
Introduction
Strategic management contains various subjects and topics, most of which do not have the consistent identity (Ketchen, Boyd and Bergh, 2008). It is no doubt that there are still many debates towards strategy concept. In this essay, the article “crafting strategy” will be reviewed. This is analysed by putting the article in to a wider debate about strategy, then discussing its main strengths and weaknesses.
Placing of the article in the wider strategy debate
This article’s view fits the debate of prescriptive and emergent strategy. According to
Whittington, prescriptive strategy is a rational approach in which planning plays a vital role, and it is more appropriate for large and mature industries (2002). However, Mintzberg challenged this perspective, saying that the process of strategy is distorted by the planning that misguides the organisations (1987).
The differences between prescriptive and emergent strategy can be identified in two points.
Prescriptive strategy means formal planning, which involves an analytic process by top executives to set up a long-term mission and later undertaking by staff (Ansoff, 1965).
However, in the view of emergent strategy, “It is not possible to develop a perspective of the future and formulate explicit objective in an unpredictable environment; instead, it is necessary to react in a flexible, opportunistic and accidental manner to new, unpredictable developments” (Idenburg, 1993: 136). In addition, due to the volatility and variability in market conditions, management decisions depend on information that is imprecise and fluctuated. As a result, an emergent strategic approach is more suitable for forms to
conduct