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Rise and Fall of Strategic Planning (Paperback)
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Rise and Fall of Strategic Planning (Paperback)
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In this definitive and revealing history, Henry Mintzberg, the
iconoclastic former president of the Strategic Management Society,
unmasks the press that has mesmerized so many organizations since
1965: strategic planning. One of our most brilliant and original
management thinkers, Mintzberg concludes that the term is an
oxymoron -- that strategy cannot be planned because planning is
about analysis and strategy is about synthesis. That is why, he
asserts, the process has failed so often and so dramatically.
Mintzberg traces the origins and history of strategic planning
through its prominence and subsequent fall. He argues that we must
reconceive the process by which strategies are created -- by
emphasizing informal learning and personal vision -- and the roles
that can be played by planners. Mintzberg proposes new and unusual
definitions of planning and strategy, and examines in novel and
insightful ways the various models of strategic planning and the
evidence of why they failed. Reviewing the so-called "pitfalls" of
planning, he shows how the process itself can destroy commitment,
narrow a company's vision, discourage change, and breed an
atmosphere of politics. In a harsh critique of many sacred cows, he
describes three basic fallacies of the process -- that
discontinuities can be predicted, that strategists can be detached
from the operations of the organization, and that the process of
strategy-making itself can be formalized.
Mintzberg devotes a substantial section to the new role for
planning, plans, and planners, not inside the strategy-making
process, but in support of it, providing some of its inputs and
sometimes programming its outputs as well as encouraging strategic
thinking in general. This book is required reading for anyone in an
organization who is influenced by the planning or the
strategy-making processes.
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