毕博-管理咨询工具方法—Crafting_Strategy.pdfVIP

Crafting Strategy Henry Mintzberg Harvard Business Review No. 87407 HBR JULY–AUGUST 1987 Crafting Strategy Henry Mintzberg Imagine someone planning strategy. What likely them with the results of a research project that springs to mind is an image of orderly thinking: a tracked the strategies of a number of corporations senior manager, or a group of them, sitting in an across several decades. Because the two contexts are office formulating courses of action that everyone so obviously different, my metaphor, like my asser- else will implement on schedule. The keynote is tion, may seem farfetched at first. Yet if we think of reason—rational control, the systematic analysis of a craftsman as an organization of one, we can see competitors and markets, of company strengths and that he or she must also resolve one of the great weaknesses, the combination of these analyses pro- challenges the corporate strategist faces: knowing ducing clear, explicit, full-blown strategies. the organization’s capabilities well enough to think Now imagine someone crafting strategy. A wholly deeply enough about its strategic direction. By con- different image likely results, as different from plan- sidering strategy making from the perspective of one ning as craft is from mechanization. Craft evokes person, free of all the paraphernalia of what has been traditional skill, dedication, perfection through the called the strategy industry, we can learn something mastery of detail. What springs to mind is not so about the formation of strateg