Escuelas estrategicas

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JUAN MANUEL MATALLANA
jean.m.matallana@gmail.com
MASTER 2 RECHERCHE EN SCIENCES DE GESTION (2009)
MANAGEMENT ET STRATÉGIE
MANAGEMENT STRATÉGIQUE (STRATEGIC MANAGEMENT)

MINTZBERG et als. (1996) ch 1,3-5
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REFERENCE
MINTZBERG,H. et als (1996) “The strategy process: concepts, contexts, cases”. Pearson Education, 3rd. Edition:
Edinburgh, UK.

CH1. STRATEGIES
1.1 FIVE P'S FOR STRATEGY
(HENRY MINTZBERG)

Accordingly, five definitions of strategy are presented here – as plan, ploy, pattern, position, and perspective – and
some of their interrelationships are then considered.
Strategy is a plan – some sort of consciously intended course of action, a guideline (or set of guidelines) to deal
with a situation. As plan, a strategy can be aploy, too, really just a specific "maneuver" intended to outwit an
opponent or competitor.
Strategy is a pattern – specifically a pattern in a stream of actions (Mintzberg and Waters, 1985). In other words,
by this definition, strategy is consistency in behavior, whether or not intended. the definitions of strategy as plan
and pattern can be quite independent of each other: plans may gounrealized, while patterns may appear without
preconception. To paraphrase Hume, strategies may result from human actions but not human designs
(Majone,1976-77).
Strategy is a position specifically, a means of locating an organization in what organization theorists like to call an
"environment'" By this definition, Strategy becomes the mediating force-or "match” according to Hofer and
Schendel(1978:4) – between organization and environment. What is the meaning of the wold "niche" but a
position that is occupied to avoid competition. "strategy [isl the deployment of one's resources in a manner which is
most likely to defeat the enemy, (Ulysses Grant)" to "Strategy is creating situations for economic rents and finding
ways to sustain them" (Rumelt, 1982), that is, any viable position,whether or not directly competitive.
Strategy is a perspective, its content consisting not just of a chosen position,but of an ingrained way of perceiving
the world.(ex: Weltanschauung or world-view). We are entering the realm of the collective mind-individuals united
by common thinking and/or behavior. A major issue in the study of strategy formation becomes, therefore, how to
read thatcollective mind-to understand how intentions diffuse through the system called organization to become
shared and how actions come to be exercised on a collective yet consistent basis.
Labeling strategies as plans or patterns still begs one basic question: strategies about what? Many writers
respond by discussing the deployment of resources, but the question remains: which resources and for whatpurposes? As the word has been handed down from the military “strategy” refers to the important things, “tactics”
to the details (more formally "tactics teaches the use of armed forces in the engagement, strategy the use of
engagements for the object of the war" [von Clausewitz, 1976:1281). The problem is that in retrospect details can
sometimes prove "strategic".
1.2 STRATEGIES FOR CHANGE
(JAMESBRIAN QUINN)
1.2.1 Some Useful Definitions

MINTZBERG et als (1996)

Yet if strategies exist at all these levels, how do strategies and tactics differ? Often the primary difference lies in
the scale of action or the perspective of the leader. What appears to be a "tactic" to the chief executive officer
(or general) may be a “strategy” to the marketing head (or lieutenant) if it determinesthe ultimate success and
viability of his or her organization. In a more precise sense, tactics can occur at either level. They are the short
duration, adaptive, action-interaction realignments that opposing forces use to accomplish limited goals after their
initial contact. Strategy defines a continuing basis for ordering these adaptations toward more broadly conceived
purposes. One,...