Mintzberg-The-Fall-And-Rise-
The Fall and Rise of
Strategic Planning
by Henry Mintzberg
Harvard Business Review
Reprint 94107
HarvardBusinessReview
JANUARY-FEBRUARY 1994
Reprint Number
ROBERT H. HAYES
AND GARY P. PISANO
BEYOND WORLD CLASS:
THE NEW MANUFACTURING STRATEGY
94104
NANCY A. NICHOLS
SCIENTIFIC MANAGEMENT AT MERCK:
AN INTERVIEW WITH CFO JUDY LEWENT
94106
REBECCA HENDERSON
MANAGING INNOVATION IN THE INFORMATION AGE
94105
HENRY MINTZBERG
THE FALL AND RISE OF STRATEGIC PLANNING
94107
F. GOUILLART AND F. STURDIVANT
SPEND A DAY IN THE LIFE OF YOUR CUSTOMERS
94103
N. NOHRIA AND J.D. BERKLEY
WHATEVER HAPPENED TO THE TAKE-CHARGE MANAGER?
94109
ROBERT C. POZEN
INSTITUTIONAL INVESTORS: THE RELUCTANT ACTIVISTS
94111
CINDEE MOCK
AND ANDREA BRUNO
HBR CASE STUDY
THE EXPECTANT EXECUTIVE AND THE
ENDANGERD PROMOTION
94108
PERSPECTIVES
TAKING ACCOUNT OF STOCK OPTIONS
94110
BERNARD AVISHAI
IN QUESTION
WHAT IS BUSINESS’S SOCIAL COMPACT?
94102
HOSSEIN ASKARI
WORLD VIEW
IT’S TIME TO MAKE PEACE WITH IRAN
94101
RICARDO SEMLER
FIRST PERSON
WHY MY FORMER EMPLOYEES STILL WORK FOR ME
94112
Planners shouldn’t create strategies, but they can supply data, help managers think strategically, and program the vision.
by Henry Mintzberg
When strategic planning arrived on the scene in the mid-1960s, corporate leaders embraced it as
“the one best way” to devise and implement strategies that would enhance the competitiveness of each business unit. True to the scientific management pioneered by Frederick Taylor, this one best way involved separating thinking from doing and creating a new function staffed by specialists: strategic planners. Planning systems were expected to
planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers. And this confusion lies at the heart of the issue: the most successful strategies are
visions,
Strategic Planning
by Henry Mintzberg
Harvard Business Review
Reprint 94107
HarvardBusinessReview
JANUARY-FEBRUARY 1994
Reprint Number
ROBERT H. HAYES
AND GARY P. PISANO
BEYOND WORLD CLASS:
THE NEW MANUFACTURING STRATEGY
94104
NANCY A. NICHOLS
SCIENTIFIC MANAGEMENT AT MERCK:
AN INTERVIEW WITH CFO JUDY LEWENT
94106
REBECCA HENDERSON
MANAGING INNOVATION IN THE INFORMATION AGE
94105
HENRY MINTZBERG
THE FALL AND RISE OF STRATEGIC PLANNING
94107
F. GOUILLART AND F. STURDIVANT
SPEND A DAY IN THE LIFE OF YOUR CUSTOMERS
94103
N. NOHRIA AND J.D. BERKLEY
WHATEVER HAPPENED TO THE TAKE-CHARGE MANAGER?
94109
ROBERT C. POZEN
INSTITUTIONAL INVESTORS: THE RELUCTANT ACTIVISTS
94111
CINDEE MOCK
AND ANDREA BRUNO
HBR CASE STUDY
THE EXPECTANT EXECUTIVE AND THE
ENDANGERD PROMOTION
94108
PERSPECTIVES
TAKING ACCOUNT OF STOCK OPTIONS
94110
BERNARD AVISHAI
IN QUESTION
WHAT IS BUSINESS’S SOCIAL COMPACT?
94102
HOSSEIN ASKARI
WORLD VIEW
IT’S TIME TO MAKE PEACE WITH IRAN
94101
RICARDO SEMLER
FIRST PERSON
WHY MY FORMER EMPLOYEES STILL WORK FOR ME
94112
Planners shouldn’t create strategies, but they can supply data, help managers think strategically, and program the vision.
by Henry Mintzberg
When strategic planning arrived on the scene in the mid-1960s, corporate leaders embraced it as
“the one best way” to devise and implement strategies that would enhance the competitiveness of each business unit. True to the scientific management pioneered by Frederick Taylor, this one best way involved separating thinking from doing and creating a new function staffed by specialists: strategic planners. Planning systems were expected to
planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers. And this confusion lies at the heart of the issue: the most successful strategies are
visions,
References: 1. Michael Porter, “The State of Strategic Thinking,” Economist, May 23, 1987, p 2. Philip Selznick, Leadership in Administration: A Sociological Interpretation (New York: Harper & Row, 1957). 3. George Steiner, Strategic Planning: What Every Manager Must Know (New York: Free Press, 1979), p 5. H. Igor Ansoff, Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion (New York: McGraw-Hill, 1965), p 6. Mariann Jelinek, Institutionalizing Innovation: A Study of Organizational Learning Systems (New York: Praeger, 1979), p. 139.