Mintzberg - the Fall and Rise of Strategic Planning Essay Example for Free

Mintzberg the F solely and Rise of Strategic Planning EssayThe Fall and Rise of Strategic Planning by Henry Mintzberg When strategical 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 individually art unit. True to the scientific management pioneered by Frederick Taylor, this one best way involved separating ciphering from doing and creating a new function staffed by specialists strategic planners. Planning systems were expected to produce the best strategies as well as step-? by-? step instructions for arrying out those strategies so that the doers, the managers of businesses, could not get them wrong. As we nowadays know, planning has not exactly worked out that way. While certainly not dead, strategic planning has long since fallen from its pedestal. But even now, few spate fully understand the reason strategic planning is not strategic thinkin g. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real hatful with the manipulation of numbers. And this confusion lies at the heart of the issue the most successful strategies are visions, not plans. Strategic planning, as it has een practiced, has really been strategic programming, the articulation and exponentiation of strategies, or visions, that already exist. When companies understand the difference between planning and strategic thinking, they can get back to what the strategy-? making process should be capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue.Organizations isenchanted with strategic planning should not get rid of their planners or conclude that there is no need for programming. Rather, organizations should transform the conventional planning job. Planners should make their percentage around the strategy-? making process rather than inside it. They should supply the formal analyses or hard data that strategic thinking requires, as long as they do it to broaden the consideration of issues rather than to discover the one right answer. They should act as catalysts who support strategy making by aiding and encouraging managers to think strategically. And, finally, they an be programmers of a strategy, helping to specify the series of concrete steps needed to carry out the vision. By redefining the planners job, companies will own the difference between planning and strategic thinking. Planning has always been about analysisabout breaking down a goal or inured of intentions into steps, formalizing those steps so that they can be implemented almost automatically, and articulating the anticipated consequences or results of each step.I favo ur a set of analytical techniques for growth strategy, Michael 1 Porter, probably the most widely read writer on strategy, wrote in he Economist. The label strategic planning has been applied to all kinds of activities, such(prenominal) as going off to an informal retreat in the mountains to talk about strategy. But call that activity planning, let conventional planners organize it, and follow how quickly the event becomes formalized (mission statements in the morning, assessment of corporate strengths and weaknesses in the afternoon, strategies carefully articulated by 5 p. m. ). Strategic thinking, in contrast, is about synthesis.