Strategy Synthesis, Concise Version
Strategy Consulting, Research & Training
Publications
Strategy Synthesis, Concise Version
door Bob de Wit en
§ Does successful strategic thinking demand an emphasis on logical reasoning, or rather on creativity?
§ Should strategy be deliberately planned in advance, or should it incrementally emerge as events unfold?
§ Does effective strategic change require revolutionary discontinuity, or does it need evolutionary persistence?
§ Should strategy be driven by the demands of the market, or should it focus on leveraging the resource strengths of the firm?
§ Should business units be autonomous, to be responsive to differing market conditions, or tightly integrated, to reap synergy benefits?
§ Should firms be independence-minded and competitive towards other organizations, or should they embrace cooperative partnerships?
§ Do firms have the choice to shape the rules of the game in their industry, or must they comply with the industry dynamics?
§ Can leaders control strategic developments in their organizations, or should they accept and facilitate creative chaos?
§ Should strategies be increasingly globally standardized and integrated, or is it imperative to emphasize local adaptation and flexibility?
§ Is it a firm’s primary task to optimize profitability for its shareholders, or do firms also have significant responsibilities to other stakeholders?
While management thinkers have put forward many solutions to these strategy paradoxes, no two approaches seem alike – some are even each other’s opposites. No wonder that in the ‘market’ for strategy ideas many managers are disoriented and skeptical, as they wait for some type of ‘market standard’ to evolve. But there never will be ‘one best way’. There will be many different ways to reconcile these strategy paradoxes, depending on the market, the company, the people and even the country in question. And it will depend on the creativity of managers to take elements from different approaches and to blend them into a solution that works in their situation. To stimulate this strategic thinking, De Wit and Meyer contrast the most important approaches to each of these ten strategy paradoxes, outlining the major issues and differences of opinion. Managers are challenged to combine the strengths of these approaches into their own strategy synthesis. Sharpen your strategic thinking: Know all guru’s, but follow none. Or Know of all paths, but set out to make your own.