Research Done By Henry Mintzberg Suggests That Strategy Formulation Strategic Planning Smothers Innovation

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Strategic Planning Smothers Innovation

“How far would Moses go when he took the vote in Egypt?” — Harry Truman, the thirty-third president of the United States

From the beginning, the financial services company had two decades of very strong growth. They were enterprising and opportunistic. New products, services, and distribution methods emerged and were developed as leaders drew the organization with their passion for their vision. But its growth was not always a good idea.

Product and service ideas seem to come from the wrong people, at the wrong time, in the wrong ways, and for the wrong reasons. They often had to be developed on a shoestring budget or using the philosophy of “make less, sell less, make less.” However imperfect, customers were well served, product leadership was established, and in key markets, dominance was achieved.

Then the top management changed. The original, well-organised, group of senior managers was eventually replaced by Technomanagers (focused on management processes and technology). Looking back at the twists and turns left in product development and marketing, they set out to “bring some order to this madness.” These are “uncontrollable systems”, declared the administrators.

So a Strategic Planning Committee was formed. It included fifteen senior managers and support staff from quality improvement, customer service, reporting, marketing, human resources and planning. They review, research, collect data, negotiate, analyze, diagram, and plan marketing strategies and new products. They wrote a powerful vision, values, mission, and strategic planning document that could be the business school’s research.

Every new product idea and marketing campaign started with a bang…and then slowed down. None of them failed. But the company’s history of ever-growing sales success is clear. The main characters started to leave. Interest and energy levels drop slightly. Today the company is struggling to cope with changing markets and increasingly strong competitors.

Professor of management at McGill University, Henry Mintzberg has extensively studied, taught, written, and consulted on effective management, strategy formulation, and planning since 1968. making this a popular management technique.

In the text of neurotic management and his insistence he writes, “above all, the organization of the machine (what I call Technomanagement) … is focused on the management, first on the workers but everyone after that … all this is done to ensure that the stability of the work and the efficiency of the administrative machinery.” He concludes that the biggest reason strategic planning doesn’t work comes from “the great fallacy of the planning school: Because analysis is not synthesis, strategic planning is not strategic planning (his emphasis)…ultimately the word strategic planning has proven to be an oxymoron.”

The new top — now middle — financial services company managers have proven to be conservative or conservative managers. They fall into all the most common scheming traps:

o Planning is considered a separate activity. Isn’t it. No matter how much time and analysis we devote, no committee, staff support specialist, consultant, or intelligent professional can develop an effective plan on their own. Creativity is a process of communication. It can be separated from day-to-day management, but it cannot be separated from leadership. It is leadership.

o Managers made the mistake of using rational hindsight when looking back at a series of disruptive and surprising product and marketing innovations.

o Combining all the time the fifteen members of the Strategic Planning Committee spend in the market finding or helping customers generate less than ten percent of the total team. Theirs was a made-up world of budgets, plans, analyses, plans, concepts, theories, and numbers. The valuable experience of sales, service, and field support people who lived in the market and customers are reduced to collect data points, types of opinion surveys, and quotations extracted from the questionnaires.

o Senior managers lose the rich learning, the opportunity to take chances, and the urgency to improve their strategies “quickly” in the market. An effective skill opportunity, like effective servant leadership, both leads and follows.

Effective planning is critical to success. But the focus and type of planning is what matters. Two types are required. First, personal, team, and organizational planning should focus more on improvement. This important plan establishes processes and procedures to continue to build and improve knowledge, skills and abilities. So when those unexpected opportunities come along that align with your vision, values ​​and purpose, you are able to take advantage of them.

The second type of planning is implementation or action planning. It’s disciplined, short-term (today, any detailed action plan beyond two years is ridiculous) and focused on annual goals, monthly or weekly priorities.

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