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The Fall And Rise Of Strategic Planning By Henry Mintzberg Minal Shah - 40 Rekha K . S .- 19 Nishant Chabbra - 06

Strategic THINKING V/s strategic Planning  Strategic Planning It is step-by-step instruction for carrying out strategies, so the managers of business do not get them wrong.

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 Strategic Thinking  It is capturing information from all sources i.e. personal experiences, experiences of others, market research etc. and synthesizing the learning into a vision of direction that the business should pursue.   

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Role of Strategic Thinkers It involves intuition and creativity .  Strategic thinking cannot be developed on schedule. They must be free to appear at any time and place in the organization through a process of informal learning.  Strategy making needs to function beyond the boxes, to encourage the informal learning that produces new perspectives and new combinations. 

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Role of strategic planners  Planners

As Finders: Planners should provide formal analyses or data that strategic thinking requires.  Planners As Catalyst: Planners should act as catalyst who support strategy making by aiding and encouraging the managers to think.  Planners As Programmers: Planners should specify the series of concrete steps needed to carry out the vision. 

Fallacies of strategic planning    The

Fallacy of Prediction.  The Fallacy of Detachment.  The Fallacy of Formalization.

Conclusion  

Planners shouldn’t create strategies, but they can supply data, help managers think strategically, and program the vision. 

Thank You