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The
buzz around is when you can’t plan for tomorrow how can you plan for
something five years from now. Unfortunately this is also the reason why we
don’t see many companies coming up very often. Many companies doom because they
don’t change with the time. The story till now |
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Education e-Learning
Other Mgmt. Tools |
Different
Strategies |
Design |
Planning |
Positioning |
Entrepreneurial |
Cognitive |
Learning |
Power |
Cultural |
Environmental |
Configuration |
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Root
Dimensions of the School |
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Intended Message |
Fit as per
Plans |
Formalize |
Analyze |
Envision |
Frame |
Learn |
Grab |
Coalesce |
Cope |
Integrate,
Transform |
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Realized Message |
Think-Strategy
making a case study |
Program-Rather
than Formalize |
Calculate-Rather
than create or commit |
Centralize-Then
Hope |
Worry or
Imagine-Being unable to cope in either case |
Play-
rather than pursue |
Hoard-Rather
than share |
Perpetuate-Rather
than change |
Capitulate-Rather
than Confront |
Lump,
Revolutionize-Rather than nuance adapt |
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Homilies |
Look before
you Leap |
A stitch in
time saves nine |
Nothing but
the facts ma’am |
Take us to
the Leader |
I’ll see it
when I believe it |
If at first
you don’t succeed try it again |
Look out
for number one |
An apple
never falls from the tree |
It all
depends |
To
everything there is a season |
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Key Words |
Congruence/fit,
distinctive competence, competitive advantage, SWOT, formulation/ Implementation
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Programming,
Budgeting, scheduling, scenarios |
Generic
strategy, Strategic group, competitive analysis, portfolio, experience curve |
Bold stoke,
Vision, Insight |
Map, Frame,
concept, Schema, Perception, interpretation, bounded, rationality, cognitive
style |
Incremental,
Emergent strategy, sense making, entrepreneurship, Venturing, Champion, Core
Competence |
Bargaining,
Conflict, Coalition, Stakeholders, Political game, collective strategy,
Network, Alliance |
Values, beliefs,
Myths, Culture, Ideology, Symbolism |
Adaptation,
Evolution, Contingency, Selection, Complexity, Niche |
Configuration,
Archetype, Period, Stage, Life Cycle, Transformation, Revolution, Turnaround,
Revitalization |
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Content
and Process dimensions of the School |
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Strategy |
Planned,
Perspective, Unique |
Plans
decomposed into sub strategies and programs |
Planned
generic positions (economic and competitive) also plays |
Personal Unique perspective (vision) |
Mental Perspective (individual concept) |
Patterns,
Unique |
Political
and Cooperative patterns and positions, as well as ploys, overt and covert |
Collective Perspective, Unique |
Specific
positions (called niches), Generic |
Any to the
left, in context |
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Basic process |
Cerebral,
simple and informal, judgmental, deliberate (Perspective) |
Formal,
Decomposed, deliberate (Perspective) |
Analytical,
Systematic, Deliberate (perspective) |
Visionary,
Intuitive, largely deliberate (as umbrella although emergent
specifics)(Descriptive) |
Mental,
Emergent (overwhelming or constrained)(descriptive) |
Emergent,
Informal, Messy (Descriptive) |
Conflictive,
Aggressive, messy, emergent (micro) Deliberate (macro) (Descriptive) |
Ideological,
Constrained, collective, deliberate (Descriptive) |
Passive,
Imposed, Hence Emergent (Descriptive) |
Integrative,
Episodic, Sequenced, plus all of those to the left, in the context
(descriptive for configurations, deliberate and prescriptive for transformations) |
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Change |
Occasional, Quantum |
Periodic,
Incremental |
Piecemeal,
Frequent |
Occasional,
Opportunistic, Revolutionary |
Infrequent
(Resisted or Constructed mentally) |
Continual,
Incremental or Piecemeal, with occasional quantum insight |
Frequent,
Piecemeal |
Infrequent
(resisted ideologically) |
Rare and
Quantum |
Occasional
and Revolutionary (at other times incremental) |
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Central Actor(s) |
Chief
Executive( as “architect”) |
Planners |
Analysts |
Leaders |
Mind |
Learners (Anyone
who can) |
Anyone with
power (micro), whole organization (macro) |
Collectivity
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Environment
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Any to the
left in context (Chief executive especially in transformation) |
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Organization |
Ordered
acquiescent (for implementation) |
Structured,
decomposed acquiescent(for programming) |
Source of
competitive advantage. Otherwise incidental |
Malleable,
simple |
Incidental |
Elective ,
Flexible |
Conflictive
, Disjointed, Uncontrollable , ( micro) aggressive , controlling or
cooperative (macro) |
Normative , cohesive |
Acquiescent, simple |
Any to the
left , Periodic changeful, plus so long as categorical |
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Leadership |
Dominant ,
Judgmental |
Responsive
to Procedures |
Responsive
to analysis |
Dominant ,
Intuitive |
Source of cognition
, passive or creative |
Responsive
to learning of self and others |
Weak
(micro) unspecified ( macro) |
Symbolic |
Powerless |
Periodic
Change Agent, plus any to the left so long as categorical |
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Environment |
Expedient (whether
source of threats or opportunities) |
Acquiescent
(checklist of factors to be forecast or controlled ) |
Competitively
Demanding but economically analyzable, ultimately acquiescent when understand |
Maneuverable
, full of niches |
Either
Overwhelming or else constructed |
Elaborate ,
unpredictable |
Contentious
(micro), acquiescent (macro) |
Incidental |
Exigent |
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