The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners

Henry Mintzberg provides a panoramic overview of the history of strategic planning. He uses this backdrop to offer powerful insights into strategy development. Mintzberg carefully examines the vexing question of how strategy is formed. His clear differentiation between strategy formation and strategic planning are helpful in understanding the actual creation of strategies vs. the planning for those strategies. He contends strategic planning should be called strategic programming based on the fact that it has little if anything to do with the formation of strategy. He clearly delineates the difference between deliberate and emergent strategy formation while explaining the need to respect both methods. His "black box" of strategy creation, where human intuition works in yet unknown ways, provides insights in how to support and improve a process one cannot hope to fully understand. Mintzberg creates useful and memorable constructs which help sort out strategy's key aspects. First he addresses how strategy is actually formed in the real world, as opposed to how planners think it should be formed. On that foundation he reviews the pitfalls and fundamental fallacies of planning, such as assuming strategy will appear spontaneously out of a planning process not specifically equipped to create strategy. Lastly, he proposes remedies for how strategy creation can actually be fostered to improve results and be integrated into strategic planning. Mintzberg's constructs and perspectives will help business leaders make sense out of the flurry of strategy information which continually bombards them.

Henry Mintzberg is, as always, the iconoclast. It is well worth reading any book he writes because, invariably, he presents an alternative perspective on how business and how organisations work, generally one which drives from the combined power of both a theoretician and an experimentalist - a rare breed indeed. The Rise and Fall of Strategic Planning is no exception. It is a book about finding a general theory of strategic planning which, given that the search is rooted in Mintzberg's observations of what actually happens in the real world, has the potential for practical application. His perspectives make one's understanding of the subject more complete; they promote one's ability to balance a potentially narrow view of the world with something richer. It doesn't really matter whether you think Mintzberg right or wrong, spot-on or off-beam, at least you have an alternative view. There are so many tidbits in his books that you invariably pick up something of worth.From my own perspective, having read through (and intending to continue to read) the book on many occasions in my own attempts to implement some strategic planning concepts, I draw my own conclusions about two of Mintzberg's perspectives which I feel are worth commenting on.Firstly, he takes the unique view of dividing the conventional planning model vertically along budget, objective, strategy and program lines (rather than cascading traditionally through corporate, business and functional lines down to actions). I have found, after much toying with this perspective, that it amounts to an hypothesis on how strategic planning actually works, and nothing more. His book focuses on expounding that exploratory hypothesis and, to some extent, because he focuses so heavily on it and because it is such a novel way of looking at things, it actually tends to make one forget that it is only a hypothesis. After many readings, I'm not sure how much the perspective enlightens and how much it obscures - that is the nature of hypotheses.Secondly and finally, Mintzberg provides his own outline of how to pursue strategic planning using a three step model. Alas, and disappointingly, the model provides little practical guidance at the end of the day. It is far too vague, far too removed from everyday requirements. It also suffers from the absence of an actual example of its application. Then again, that's not what the book was about - although I was hoping.Thank you Henry Mintzberg for the insight. The book is worth every cent for that alone.

The Rise and Fall of Strategic Planning is an important book, whose significance goes well beyond its subject. Most leaders, managers, and companies have adopted methods of deciding what to do and how to implement them without considering the fundamental assumptions and experiences with those methods. In essence, this important knowledge work is back where the planning of manual work was before Frederick Taylor. What he says has implications for quality, production planning, capacity expansions, new product design, IT, and many ohter functions, processes and activities. Before you dismiss this point as being merely of academic interest, consider several of Mintzberg's more telling points: Forecasting is seldom accurate for long; creating intense alignment in the wrong direction can make a company vulnerable to sudden shifts in the market; formal staffs can simply create political games; and thinking that is not linked into the important processes of the company will have limited impact. If those points are right, what does it mean about how work should be performed in your organization? Having been there and done that as both a strategic planner in the early 1970s and a strategy consultant before that, I recognize the disease as he diagnoses it. In fact, many of the people he quotes and evaluates are people I know. I also saw many of the companies improve themselves by doing less planning. You can only cover so much in one book, but the potential of strategic work is to improve significant communications, thinking and action in the enterprise. That can help eliminate the significant stalls that delay progress. If Professor Mintzberg decides to do a second edition of this book, I hope he will do more with those subjects. What has been disappointing to me and others who are familiar with the problems that strategic planning has experienced is the lack of alternatives being proposed. Mintzberg has proposed one, but it is pretty primitive. It just gets rid of some of the wasted motion in strategic planning, without building on success. One of the few advanced processes that I know of is one that I co-authored in the soon-to-be-published, The Irresistible Growth Enterprise. If you are interested in that subject, take a look at that book's introduction.I was pleased to see Mintzberg challenge Michael Porter to choose a method for selecting among paths for a business or company. When I first read Porter, I felt he waffled on that point, too. My research and experience strongly suggest that paths that leave you better off regardless of the unexpected changes you could experience work best. To locate those paths can be made systematic, as a way of helping people apply both analysis and intuition to finding better alternatives. That is what strategic planning should have focused on. I agree with Mintzberg in assigning importance to the generation of new and better alternatives as one potential ben

I have read varied books and articles of Mintzberg. All of them convey the realities of the real organizations, not fictions of varied writers and quick-fixer management consultants. This book is about the formal strategic planning school. Mintzberg carefully and with a great detail put the basic assumptions of formal planning under the microscope. Mintzberg especially questioning the assumption that is formal planning is the best way to create strategy and formulation and implementation can be seperated. This book is a good source for people to want to move from fictions and academic rhetoric to the strong and real realities. I advice this book for all sane and realist creatures. Thanks Mintzberg...

Throughout the history of quality management, practitioners have had to be knowledgeable and conversant in the areas of most interest to their respective organizations. In most years, this has involved dealing with issues surrounding how to run a better project to build a better information system. The quality practitioner has always had a role in developing methodologies, deploying tools, measuring processes and quality, and facilitating organizational change. The basic assumption that the information technology function exists to build systems and operate data centers in which to run those system was rarely challenged. The advent and proliferation of personal computers, and the more recent shift toward client/server computing, represented only variations on the common theme. Quality professionals have been seen as adding value to the extent that they have been knowledgeable and conversant in these key areas.More recently however, information technology organization! s have been forced to question their own very existence. Many of the issues have been around for quite some time: decentralization of processing power and application knowledge, outsourcing of development and operations functions, growing maturity of the purchased package application arena, etc. Large systems integrators have created value adding umbrella functions over these service domains, and in the process, have created very real competition for once confident and embedded information technology organizations. Information technology managers are struggling to think about, and correctly act upon, these strategic changes in the industry. Today the quality practitioner must become conversant and skilled in the strategic skills of planning and implementing organizational change in order to continue to be perceived as value adding by information technology management.To say that the quality practitioner must develop skills in strategic planning can raise more than a few eye! brows in most organizations. The idea of "strategic pl! anning" carries many negative connotations among managers who have historically seen strategic planning reduced to a bureaucratic maze of meetings and reports that are quickly filed away once published, allowing work to return to the pre-planning norm. [Quality professionals will note that many similar connotations have begun to be attached to TQM.] In THE RISE AND FALL OF STRATEGIC PLANNING, Henry Mintzberg offers an extensive discussion of the roots of the various strategic planning models and his well-documented explanation for the failures and bad feelings associated with strategic planning. His conclusion is positive as illustrated by his subtitle, Reconceiving Roles for Planning, Plans, and Planners."People called planners can sometimes do strange things, just as strategies can sometimes result from strange processes. We need to delineate the word carefully if it is not be eventually dropped from the management literature as hopelessly contaminated."