1 New Ranking of Business Gurus Announced
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Evolving Ideas About Business Strategy
Pankaj Ghemawat Evolving Ideas about Business Strategy This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics. This update provides several indications of a drop- off since then in the rate of development of new ideas about strategy but also a continued focus, in the new ideas that are being developed, on dynamics. And since our stock of dynamic frameworks has, based on one enumeration, more than doubled in the last fifteen to twenty years, updating expands both the need and the empirical basis for some gener- alizations about the types of dynamic strategy frameworks— and strategy frameworks in general—that managers are likely to find helpful versus those that they are not. n 2002, I published an article in the Business History Review, “Com- Ipetition and Business Strategy in Historical Perspective,” that at- tempted to provide an overview of the evolution of practical—rather than academic—ideas about business strategy from the beginnings of the field through the second half of the 1990s. It concluded that, by then, (1) there had been a profusion of new ideas about strategy, which had probably started in the early to mid-1980s, and (2) many of the new ideas embodied some explicit dynamics, compared with the typical- ly timeless or static approaches to strategy that had previously domi- nated the field. The article was, however, qualified in its -
MANAGING the CARE of HEALTH and '11:11; CURE of DISEASE Part I: Differentiation
MANAGING THE CARE OF HEALTH AND '11:11; CURE OF DISEASE Part I: Differentiation by S. GLOUBERMAN and H. MINTZBERG 98/49/SM * Faculty of Medicine, University of Toronto, Sunnybrook Health Sciences Centre, Baycrest Centre for Geriatric Care, Toronto, Canada, and King Edward's Hospital Fund, London. ** Faculty of Management, McGill University, 1001 Sherbrooke St. W., Montreal Quebec H3A 1G5 and Professor of Organisation at INSEAD, Boulevard de Constance, 77305 Fontainebleau Cedex, France. A working paper in the INSEAD Working Paper Series is intended as a means whereby a faculty researcher's thoughts and findings may be communicated to interested readers. The paper should be considered preliminary in nature and may require revision. Printed at INSEAD, Fontainebleau, France. Managing the Care of Health and the Cure of Disease Part I: Differentiation by Sholom Glouberman and Henry Mintzberg Sholom Glouberman Henry Mintzberg Faculty of Medicine, Faculty of Management, University of Toronto, McGill University Sunnybrook Health 1001 Sherbrooke St. W. Sciences Centre Montreal, Quebec H3A 1 G5 and Baycrest Centre for Geriatric Care, Toronto January 1996 4/. This paper is based on a variety of small research interventions, including observation of a range of health care managers, from the chief executive of the National Health Service in England to practicing clinical directors, and a series of seminars conducted with the support of the King Edward's Hospital Fund for London. Our deep appreciation goes to the many thoughtful people in the English system, including those of the King's Fund College, who participated in these experiences. 1 Why are the so-called systems of health care so notoriously difficult to manage? No country appears to be satisfied with the current state of its system; almost everywhere reforms are being contemplated, organized, or implemented, some in direct contradiction to others. -
The Illusive Strategy ...25 Years Later
THE ILLUSIVE STRATEGY ...25 YEARS LATER by Henry Mintzberg Published in 1993 in Arthur Bedeian Management Laureates: A Collection of Autobiographical Essays (JAI Press, Volume I) Courtesy of Elsevier Science (http://www.elsevier.com). This document may be used for personal research. Admonitions I was going to close this piece with the advice to the young scholar that you should always take your work seriously but never yourself. I put it here instead to express my apprehensions in doing this. I think it is useful to have on record comments on how careers that were lucky enough to emerge successfully unfolded, but there is the danger that the person in question will be taken, and will take him or herself, too seriously. To have succeeded in studying something or other has never made anyone intrinsically interesting; indeed I find some of my successful colleagues terrible bores. In line with this, I try here to avoid discussing my private life. That is my own business; the issue in question is my working life. But because the two are obviously intertwined, I would like to make a single comment here about them. When I wrote on the back cover of Mintzberg on Management: Inside Our Strange World of Organizations (1989a1) that it "is written for those of us who spend our public lives dealing with organizations and our private lives escaping from them," I was not joking. That, if anything, has characterized much of my behavior. I am intrigued by organizations; all my work has set out to understand them. But when I play, I distance myself from them as far as possible. -
Henry Mintzberg Résumé (August 2017)
Henry Mintzberg résumé (August 2017) I have been an academic most of my working life. After receiving my undergraduate degree in Mechanical Engineering from McGill University in Montreal (1961), I worked in Operational Research at the Canadian National Railways, and then received a masters and doctorate from the MIT Sloan School of Management in Boston. In 1968 I returned to McGill, where I joined what is now the Desautels Faculty of Management, where I am Cleghorn Professor of Management Studies, having been half-time since the mid 1980s. (I have also spent the equivalent of about 6 years of my life in France.) I devote myself largely to writing and research, over the years especially about managerial work, strategy formation, and forms of organizing. I have published about 180 articles and 19 books including Managers not MBAs (2004), Tracking Strategies (2007), Simply Managing (2013), and in 2015 Rebalancing Society, the implications of which are now my central focus. Managing the Myths of Health Care came out in 2017. (If you are interested in how I research and write, please see Developing Theory about the Development of Theory.) In recent years, I have done more general writing, including commentaries and a regular TWOG (TWeet2blOG: @mintzberg141 to mintzberg.org/blog), as “provocative fun in a page or 2 beyond pithy pronouncements in a line or 2.” A collection of these will be published under the title Managing with Soul: Farwell to leadership at the “top”, Here comes managing on the ground. I have worked for much of the past two decades, in collaboration with colleagues around the world, on developing new approaches to management education and development. -
Mintzberg Cycles of Org Change
Cycles of Organizational Change Author(s): Henry Mintzberg and Frances Westley Source: Strategic Management Journal, Vol. 13, Special Issue: Fundamental Themes in Strategy Process Research (Winter, 1992), pp. 39-59 Published by: John Wiley & Sons Stable URL: http://www.jstor.org/stable/2486365 . Accessed: 12/08/2011 04:11 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]. John Wiley & Sons is collaborating with JSTOR to digitize, preserve and extend access to Strategic Management Journal. http://www.jstor.org Strategic Management Journal, Vol. 13, 39-59 (1992) CYCLESOF ORGANIZATIONALCHANGE HENRYMINTZBERG and FRANCESWESTLEY Faculty of Management, McGill University, Montreal, Quebec, Canada Much of the theory and research about change in organizations, by being presented free of rich context, creates a certain amount of confusion in the literature. This paper seeks to help remedy that situation by developing a comprehensive framework of change by organizations, built on various cycles: concentric to represent the contents and levels of change, circumferential to represent the means and processes of change, tangential to represent the episodes and stages of change, and spiraling to represent the sequences and patterns of change. This framework is fleshed out in conclusion by developing three models of change experienced by major world religions, labeled enclaving, cloning, and uprooting. -
A Guided Tourthrough the Wilds of Strategic Management
A GUIDED TOURTHROUGH THE WILDS OF STRATEGIC MANAGEMENT HENRY MINTZBERG BRUCE AHLSTRAND JOSEPH LAMPEL THE FREE PRESS NEW YORK I &A", 4&d< There are some people who begin the Zoo at the beginning, called WAMN, and walk as quickly as they can past every cage until they come to the one called WAYOUT,but the nicest people go straight to the animal they love the most, and stay there. -A. A. Milne, in the Introduction to Winnie-The-Pooh THE FREE PRESS A Division of Simon & Schuster Inc. We dedicate this book to such people who are more interested in open 1230 Avenue of the Americas fields than closed cages. New York, NY 10020 Copyright O 1998 by Henry Mintzberg, Ltd., Bruce Ahlstrand, and Joseph Lampel All rights reserved, including the right of reproduction in whole or in part in any form. THE FREE PRESS and colophon are trademarks of Simon & Schuster Inc. Designed by Carla Bolte Manufactured in the United States of America 10987654 Permissions acknowledgments appear on pages 393-395. Library of Congress Cataloging-in-Publication Data Mintzberg, Henry. Strategy safari : a guided tour through the w~ldsof strateg~c management I Henry Mmtzberg, Bruce Ahlstrand, Joseph Lampel. p. cm. Includes bibl~ographicalreferences and ~ndex. 1. Strateg~cplannmg. L Ahlstrand, Bruce W. 11. Lampel, Joseph. Ill. Title. HD30.28.M564 1998 658.4'0124~21 98-9694 CIP ISBN 0484- 847434 (hardcover) .- r& ? "5d&s-&?r&&* CONTENTS Embarkation ..........................ix "And Over Here, Ladies and Gentlemen: The Strategic Management Beast" ............. .1 The Design School ..................... .23 Strategy Formation as a Process of Conception The Planning School .................. -
Assessing the Magnitude and Sustainability of Value Creation
16 December 2002 Americas/United States Strategy Investment Strategy Equity Research Assessing the Magnitude and Sustainability of Value Creation Illustration by Sente Corporation. • Sustainable value creation is of prime interest to investors who seek to anticipate expectations revisions. research team • This report develops a systematic way to explain the factors behind a Michael J. Mauboussin company’s economic moat. 212 325 3108 [email protected] • We cover industry analysis, firm-specific analysis, and firm interaction. Kristen Bartholdson 212 325 2788 [email protected] Investors should assume that CSFB is seeking or will seek investment banking or other business from the covered companies. For important disclosure information regarding the Firm's ratings system, valuation methods and potential conflicts of interest, please visit the website at www.csfb.com/researchdisclosures or call +1 (877) 291-2683. Measuring the Moat 16 December 2002 Executive Summary • Sustainable value creation has two dimensions—how much economic profit a company earns and how long it can earn excess returns. Both are of prime interest to investors and corporate executives. • Sustainable value creation is rare. Competitive forces—including innovation—drive returns toward the cost of capital. Investors should be careful about how much they pay for future value creation. • Warren Buffett consistently emphasizes that he wants to buy businesses with prospects for sustainable value creation. He suggests that buying a business is like buying a castle surrounded by a moat—a moat that he wants to be deep and wide to fend off all competition. According to Buffett, economic moats are almost never stable; competitive forces assure that they’re either getting a little bit wider or a little bit narrower every day. -
Opening the Door Leonard Stern’S New York City Scholarship Helps Fulfill NYU Founder Albert Gallatin’S Vision
SternBzSpring Final Spreads_UG_Layout 6 5/1/15 12:58 PM Page 3 SPRING 2015 RG. Office of Public Affairs d 44 West Fourth Street, Suite 10-160 the Alumni Magazine of NYU Stern New York, NY 10012 sity STERNbusiness Opening the Door Leonard Stern’s New York City Scholarship helps fulfill NYU founder Albert Gallatin’s Vision Pankaj Ghemawat leads Stern’s new global research center ■ JetBlue’s Robin Hayes on the airline industry ■ Wall Street stars come to campus ■ John Fayerweather expanded Stern’s boundaries SternBzSpring Final Spreads_UG_Layout 6 5/1/15 12:58 PM Page 4 a letter fro m the dean NYU recently earned an impor- both virtual and in-person engagement. Andre, the second tant distinction, attaining first place among three Koo generations to attend Stern, sat down with us among leading US colleges and uni- to share his thoughts (page 6). versities ranked by the Institute of Of course students benefit in profound ways from their inter- International Education (IIE) for both the number of interna- actions with our faculty, who continue to distinguish themselves tional students hosted and the number of American students sent with notable research. In this issue, we sample three recent pa- to study abroad. The Stern School shares proudly in this success. pers that highlight the human side of organizations. Lisa Leslie, At Stern we know we are at the forefront of global education, Gavin Kilduff, and Becky Schaumberg each focus on various as- boasting our own offshore programs and unparalleled leadership pects of human behavior and its impact on how groups handle when it comes to research on globalization. -
Looking Down-Reaching out the University in the 21St Century
Looking down-Reaching out The university in the 21st century Perspectivas de la Gestión en la Universidad del Siglo XX Regarder d’en haut- tisser des liens l’université au 21e siècle Mintzberg & Mintzberg Inter-American Organization for Higher Education April 19, 2021 Shaker la cabane: réflexions sur l’université actuelle Ivory Tower model Octopus model Looking down Reaching out Perched Grounded Objective Connected Rigor Relevance Evidence Experience Researching Looking down Reaching out Disseminating Looking down Reaching out Educating Looking down Reaching out Administrating ”Top” management Grounded management Maestro myth Communityship Machine model Professional model Strategic planning Strategic venturing Measuring like mad Serving with soul University as business University with mission Strategy Looking down Reaching out The university in the 21st century More open and connected… but away from both extremes… The times they are a-changin’ Academia pre-pandemic Academia during pandemic Onward… Thank you! ¡Gracias! Merci! A few references: Ivory Tower and Octopus style Henry Mintzberg Mintzberg, H., & Rose, J. (2003). Strategic management upside down: Tracking strategies at McGill University from 1829 to 1980. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 20(4), 270-290. Mintzberg, H. (1994). The Rise and fall of strategic planning. New York: Free Press. Hardy, C., Langley, A., Mintzberg, H., & Rose, J. (1983). Strategy formation in the university setting. The Review of Higher Education, 6(4), 407-433. See https://mintzberg.org/ for full reference list; and https://rebalancingsociety.org/ Susan Mintzberg Mintzberg, S. (2021, April 8). Premier Legault, teachers are 'real experts,' too. Opinion-Montreal Gazette. https://montrealgazette.com/opinion/opinion-its-essential-to-allow-families-back-into- seniors-residences/ Mintzberg, S. -
Baker Library Core Collection 2/15/07
Baker Library Core Collection 2/15/07 1 Baker Library Core Collection - 2/15/07 TITLE AUTHOR DISPLAY CALL_NO Advanced modelling in finance using Excel and VBA / Mary Jackson and Mike Staunton. Jackson, Mary, 1936- HG173 .J24 2001 "You can't enlarge the pie" : six barriers to effective government / Max H. Bazerman, Jonathan Baron, Katherine Shonk. Bazerman, Max H. JK468.P64 B39 2001 100 billion allowance : accessing the global teen market / Elissa Moses. Moses, Elissa. HF5415.32 .M673 2000 20/20 foresight : crafting strategy in an uncertain world / Hugh Courtney. Courtney, Hugh, 1963- HD30.28 .C6965 2001 21 irrefutable laws of leadership : follow them and people will follow you / John C. Maxwell. Maxwell, John C., 1947- HD57.7 .M3937 1998 22 immutable laws of branding : how to build a product or service into a world-class brand / Al Ries and Laura Ries. Ries, Al. HD69.B7 R537 1998 25 investment classics : insights from the greatest investment books of all time / Leo Gough. Gough, Leo. HG4521 .G663 1998 29 leadership secrets from Jack Welch / by Robert Slater. Slater, Robert, 1943- HD57.7 .S568 2003 3-D negotiation : powerful tools to change the game in your most important deals / David A. Lax and James K. Sebenius. Lax, David A. HD58.6 .L388 2006 360 degree brand in Asia : creating more effective marketing communications / by Mark Blair, Richard Armstrong, Mike Murphy. Blair, Mark. HF5415.123 .B555 2003 45 effective ways for hiring smart! : how to predict winners and losers in the incredibly expensive people-reading game / by Pierre Mornell ; designed by Kit Hinrichs ; illustrations by Regan Dunnick. -
Introduction to Strategy
10/17/2017 Introduction to Strategy https://cb.hbsp.harvard.edu/reader/?product_id=8097-EPB-ENG&user=38fc0263-0efd-4374-b7af-da92a2a8c329&tr=1130446&version=null#!/page/1 1/35 10/17/2017 Introduction to Strategy Ramon CasadesusMasanell, Herman C. Krannert Professor of Business Administration, Harvard Business School, developed this Core Reading with the assistance of Sunru Yong, HBS MBA 2007. Copyright © 2014 Harvard Business School Publishing Corporation. All rights reserved. 1 INTRODUCTION The purpose of strategy is to create a competitive advantage that generates superior, sustainable financial returns. There are two requirements for doing this successfully. The first is an understanding of the business landscape: the forces that shape competition, the dynamics among players, and the drivers of industry evolution. This informs where the firm chooses to engage with its competition. The second is the choice of a position on this landscape. The firm’s positioning shapes the choice of a business model and the underlying set of activities that sustains it. Strategy, as you can see, consists of choices. It is the integrated set of choices that positions the business in its industry so as to generate superior financial returns over the long run.a Developing a good strategy is not easy: The right set of choices may not be obvious, they must be made amid uncertainty, and then they must be executed using finite resources. A strategy can fail because the firm has chosen a particularly difficult place on the business landscape and is not able to adapt to, or change, its environment. A strategy can fail because its choices are not truly integrated, and so its intended business model and positioning do not fully align. -
The Times October 14, 2009 C. K. Prahalad Remains the World's Most Influential Management Thinker Bookshop Shelves Groan Under
The Times October 14, 2009 C. K. Prahalad remains the world's most influential management thinker Bookshop shelves groan under the weight of management coaching tomes of all styles and sizes. From Peter Drucker’s 600-page classic MBA text Management to a new paperback Are you a Badger or a Doormat? by Rosie Miller, an executive coach, there is no shortage of volunteers ready to teach managers how to lead people, market brands or draw up bottom line-boosting strategies. But which, if any, of these authors and strategies makes a difference in the real world of business? To answer this question, The Times works with Des Dearlove and Stuart Crainer, visiting professors at IE Business School in Madrid and associates at London Business School’s Management Innovation Lab, to compile The Thinkers 50, a biennial list of the most influential living management thinkers. And this year, for the second time in a row, C. K. Prahalad, author of The Fortune at the Bottom of the Pyramid, has been voted the most influential living management thinker. “His influence on the business world is immense,” Mr Dearlove says. In 2001, when the list began, Peter Drucker, dubbed “the man who invented management” by BusinessWeek, topped the list. After his death in 2005, Michael Porter, the strategist, took pole position, followed by Professor Prahalad in 2007. Only 19 of the original 2001 Thinkers 50 are in the 2009 list. Paul Krugman and Don Tapscott, who were included in 2001, return after a break. While Professor Prahalad retains his crown this year, Professor Porter drops to eleventh position.