Patterns in Strategy Formation
A critical summary of the article “Patterns in strategy formation” written by Henry Mintzberg, published in Journal Management Science Vol. 24, No. 9, (1978)
A short overview
The paper,”Patterns in strategy formation”, outlines a new kind of description to the much misunderstood process of strategy formation in organizations.
After giving a short summary of the theme, the author, Henry Mintzberg, describes the term “strategy” and shows how the definition leads to the choice of a research methodology. Following this, he details the four steps of research methodology.
With to completed, major studies about two organizations (Volkswagenwerk and the United States government in Vietnam) Mintzberg analyzes three central themes. The first is that strategy formation can be viewed as the interplay between a dynamic environment and bureaucratic momentum, with leadership mediating between the two. Second, that strategy formation over periods of time appears to follow distinct regularities, for example life cycles or change-continuity cycles within life cycle. And third the study of the interplay between intended and realized strategies may be central to the strategy formation process.
Definition of strategy and the research methodology
In the first section of the paper, Mintzberg describes the term ”strategy”. Strategy is generally defined, whether in game, military or management theory, as a deliberate, conscious set of guidelines that determines decisions into the future. In common terminology, a strategy is a plan.
Mintzberg illustrates that defining strategy as a plan is not sufficient, because if strategies can be intended, surely they can also be realized. A definition that encompasses the resulting behavior is therefore required. The author proposes to define strategy in general as a pattern in a stream of decisions. To clarify this definition of strategy, he introduces a few illustrations. For example, when Picasso painted blue for a time, that was a
A short overview
The paper,”Patterns in strategy formation”, outlines a new kind of description to the much misunderstood process of strategy formation in organizations.
After giving a short summary of the theme, the author, Henry Mintzberg, describes the term “strategy” and shows how the definition leads to the choice of a research methodology. Following this, he details the four steps of research methodology.
With to completed, major studies about two organizations (Volkswagenwerk and the United States government in Vietnam) Mintzberg analyzes three central themes. The first is that strategy formation can be viewed as the interplay between a dynamic environment and bureaucratic momentum, with leadership mediating between the two. Second, that strategy formation over periods of time appears to follow distinct regularities, for example life cycles or change-continuity cycles within life cycle. And third the study of the interplay between intended and realized strategies may be central to the strategy formation process.
Definition of strategy and the research methodology
In the first section of the paper, Mintzberg describes the term ”strategy”. Strategy is generally defined, whether in game, military or management theory, as a deliberate, conscious set of guidelines that determines decisions into the future. In common terminology, a strategy is a plan.
Mintzberg illustrates that defining strategy as a plan is not sufficient, because if strategies can be intended, surely they can also be realized. A definition that encompasses the resulting behavior is therefore required. The author proposes to define strategy in general as a pattern in a stream of decisions. To clarify this definition of strategy, he introduces a few illustrations. For example, when Picasso painted blue for a time, that was a