Professional Documents
Culture Documents
2007
Classic Evolutionary
Process
Planned Gradual
Systemic Processual
Pluralistic
the planning lab (sthlm) Inception pack *Whittington, R (2002) What is strategy - and does it matter?
The Classical perspective
Intention of strategy
Profit maximising
Strategy = a rational process
that includes rational analysis and
objective decision-making in order
to maximise long-term value
Porter
Ansoff
Classical Evolutionary
Process
Planned Good business Gradual
planning is required to
control internal and
external environment
Systemic Processual
Pluralistic
the planning lab (sthlm) Inception pack *Whittington, R (2002) What is strategy - and does it matter?
The evolutionary perspective
Intention of strategy The dynamic,
hostile and competitive
Profit maximising nature of markets makes it
difficult to plan for long-
Classical term survival
(rational and future-
oriented) planning is
Hannan & Freeman
irrelevant
Systemic Processual
Pluralistic
the planning lab (sthlm) Inception pack *Whittington, R (2002) What is strategy - and does it matter?
The processual perspective
Intention of strategy
Profit maximising
Classical Evolutionary
Process
Cyert &
Future-oriented business
Planned March Gradual
planning is irrelevant
Mintzberg
Systemic
Neither markets nor Processual
organisational processes are
“perfect enough” for classical or
evolutionary strategies to be People are too different
adopted Stategy = a when it comes to interest,
pragmatic process of knowledge, attention, rationality and
mistakes, learning can therefore not agree on an
Pluralistic and compromises optimal plan
the planning lab (sthlm) Inception pack *Whittington, R (2002) What is strategy - and does it matter?
The systemic perspective
Intention of strategy
Profit maximising
Classical Evolutionary
Other rational goals
Process profit-maximisation:
besides Definition of
professional pride, influence, stategy depends
patriotism, culture, religion
Planned on contextual Gradual
factors Whitley
the planning lab (sthlm) Inception pack *Whittington, R (2002) What is strategy - and does it matter?
Overview
Economics Economics
Influences Psychology Sociology
Military Biology
brainstorming facilitator
knowledge applicator
soothsayer/futurologist
information centre
the planning lab (sthlm) Inception pack Source: “What is account planning” (2001), Account Planning Group UK
In other words: most planners need to
have a clue about strategy
Brand strategy
Business strategy
Communications
• Consumer attitudes and behavior are confined to social systems with given norms,
values, roles, culture, ethics, etc.
• Limitations to what marketing communications can do in terms of market share - the
consumer culture rules
• Other “rational” reasons for marketing communications than pure profit-
maximisation