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Understanding Strategy: Perspectives from Jill Bamburg’s Insight at Bainbridge Graduate Institute

In this comprehensive overview of strategies, Jill Bamburg delves into the multifaceted nature of strategy across organizational levels, such as corporate, business unit, and functional areas. Emphasizing the importance of long-term planning amid uncertainty, she explores key threads: strategy as plan, process, and pattern - citing influential authors such as Michael Porter and Henry Mintzberg. The discussion covers strategy formulation, implementation, and evaluation, highlighting critical tools like SWOT analysis and the Balanced Scorecard, alongside the challenges posed by resource allocation and innovation.

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Understanding Strategy: Perspectives from Jill Bamburg’s Insight at Bainbridge Graduate Institute

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  1. Introduction to Strategy Jill Bamburg Bainbridge Graduate InstituteOctober, 2007

  2. What Is Strategy? • Can be at all organizational levels: company, business unit, functional area, product, customer, etc. • Big picture, long-term, major impact, significant, a platform for other decisions and actions • Uncertainty, big bets on an unknown future

  3. Three Important ThreadsWith apologies to Henry Mintzberg • Plan: Michael Porter et. Al. • Process: An OD perspective • Pattern: Henry Mintzberg

  4. Strategy as Plan • The mainstream view: Harvard, GE, McKinsey, BCG • Key authors: Porter, Prahalad & Hamel, Kaplan & Norton, Slywotzky • Rational, systematic, analytical, predictable, uses numbers, left-brained

  5. Strategy as Process • Mission, vision, values Strategy Implementation • Multi-stakeholder process • Focus on alignment

  6. Strategy as Patternwith thanks to Henry Mintzberg IntendedStrategy Deliberate Strategy Realized Strategy Unrealized Strategy Emergent Strategy

  7. My Biases • Plan: My focus • Process: Alignment = key issue • Pattern: Strategy and Innovation Focus and Opportunism

  8. Strategy as Plan(ning) Mission, Vision, Values Environmental Scanning Strategy Formulation Strategy Implementation Evaluation & Control External Creation of Alternatives Balanced Scorecard Annual Planning and Budgeting Cycle Evaluation of Alternatives Internal Selection of Alternatives SWOT Unplanned Opportunities?

  9. External Internal SWOT PEST(E): Political, Economic, Sociocultural, Technological, Environmental Industry Analysis, Competitive Analysis Core competencies Value chain analysis Resource assessment Strengths, Weaknesses/ Opportunities, Threats Environmental Scanning

  10. Creation Evaluation Selection Forecasting Backcasting Scenario Planning Criteria Evaluation against criteria Plotting: BCG, GE, 2x2s, others Judgment Politics Strategy Formulation: Choosing among Alternatives

  11. Balanced Scorecard Implementation(and Evaluation/Control) Strategic Planning FUTUREFOCUSED Annual Planning and Budgeting GROUNDED IN HISTORY

  12. The Problem Some Solutions ALL organizational resources are fully committed to existing programs Slack Skunkworks R&D Venture funds Acquisitions Systems for innovation Unplanned Opportunities ---------------THE ORGANIZATIONAL IMMUNE SYSTEM------------

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