Especially when something is complex it makes sense to have different lenses to look through.

This will be a complete picture that exposes more options. Strategy as Design The following assumptions support the design approach / are the basics: Strategy development can be seen as a process of systematic thinking and reasoni ng. M.b.v. careful analysis of the influences on an organization understood. The analysis allows to identify the strengths and resources of the organization to adapt to changes in the environment of the organization, so advantage of oppo rtunities and threats to bridge. First decide on the strategy taken to implement them. Implementation done by pus hing the organization to send and they have to perform. The fate of the organization is the responsibility of the (top) management. So t here is hierarchy. Everything is done logically. A strategic decision is made based on what is opti mal, given the situation. There are plenty of tools for managers (tools) to understand: the environment of the organization, the competencies of the organization, the forces that play on the organization, the culture of the organization etc. The organization is seen as a rational system. The analysis provides the top man agement at logical conclusions. The control system is rational. The design approach is often found in strategy development. The degree varies. T o play the 'level' of the manager plays a role and the context (mgeving stable o r not) a role. There are different perceptions towards the lense design: Often there is something in an organization to find the design of lense, but tha t does not mean that is how strategy is formed in that organization. The lens design helps in a structured way to deal with complexity. The lens design gives a feeling of 'I'm in control'. Rationality is deeply rooted in man, and in the way of thinking and learning. The design method is used, but need not be the only way in which strategy is dev eloped. Definition: The design lens sees strategy development and the careful placement (positioning) of the organization through a rational, analytical, structured and directional process. The book is useful but not exhaustive, this lens, other le nses also learn to deal with the complexities of strategic management. 2. Strategy as experience Develops a strategy for adaptive (adaptive) method, based on the existing strate gy and changes gradually (continuously). Once a strategy is adopted, it is alway s from this development. There will be no major changes. The strategy may change significantly, but this will always be gradual. Definition: The experience lens sees strategy development as the outcome of individual and collective experienc es of individuals and axioms (cultural influences). People identify and explain problems and issues based on past experience and wha t they consider to be true about the world. Individual experience, the mental (o r cognitive) models that people make to help determine their situation. They hel p people to recognize situations and translate them into situations from the pas t. It helps make decisions based on previous experience. These models sometimes lead to prejudices. Important points: There will be interpretation of events and issues take place in terms of previou s experience. There will be various interpretations by individuals acting. The future is basically determined by the past. Managers do not individually but collectively, and thus similar trends can be ex pected. The culture of an organization plays an important role in strategy devel opment. Definition: Organisational culture is the Basic Assumptions and Beliefs That are shared by members of an organization, operate unconsciously and define

That basic tasks in a fashion-for-Granted an organization's View of Itself and i ts environment. Strategy can be seen as the outcome of the joint assumptions and routines of organizations. The individual manager is influenced by forces: regi onal / national (outside the organization), organizational field, organization, function / division. There is agreement in assumptions and course of action amon g organizations. It created so-called organizational fields, networks of related Organizations Which Share Common Assumptions, values ??and ways of doing things . One example is the accounting world, justice and education. There is a kind of industry recipes', so that managers actually have less choice than they think. The choice is due to the organizational field directly within a certain framewor k. These general assumptions are also applicable in the organization. We are tal king about a paradigm, the set of Assumption Relatively held in common and taken for granted in the organization to. A group has to operate a set of (taken for granted) assumptions needed. It gives the combined experience again. Especially organizations with a stable environment, many paradigms. Paradigms have several consequences: Paradigms are generally accepted in an organization and are therefore not consid ered problematic. It is therefore difficult to change them. The assumptions taken for granted support the conservative culture of an organiz ation. There is a significant relationship between the paradigm and the way strategies. Due to a paradigm forces from the environment are considered wrong, so the capa bilities of an organization incorrectly used. ? The taken for granted assumptions and routines emphasize strengths and create co mpetitive advantage. The paradigm affects the values ??and strategy of the organization. The assumptions taken for granted routines and innovative strategies in organiza tions working against. The innovation goes against the conservatism of. 3. Strategy as ideas The design and the experience lense lense have said little about innovation and new ideas. Lense had the experience or about change, but only based on strategy and organizational practices from the past and Assumptions. The design is more l ikely to adapt lense (progressive) than innovation. But then how do we arrive at an innovative strategy, needed for example in highly turbulent environments? The idea lense sees strategy as the emergence of order and innovation from the v ariety and diversity All which exists in and around an organization. New ideas c ome from everywhere and therefore not always only from the top. The greater the variety in experience, the more likely it is that innovation occurs. Thus, an ol d log less innovative than public company Vodafone for example. The culture of a n organization acts as a filter for new ideas, formal monitoring, planning and e valuation regulate it. The idea lense is based on both evolutionary theory and t he complexity theory, because innovation and change to help understand. Both emp hasize the importance of variety and diversity Bottem up design. These three sho uld be encouraged. If the environment of an organization changes, then the rate of change of Trade Organisation and do the same. Managers can encourage innovati on: A variable and unpredictable environment of itself will provide several ideas an d innovations, as it requires organizations to change. Vrieteit is reduced by high degrees of control and hierarchy. So no innovation i n the case of bureaucratic top-down approach. The design will lense "consensus" good. But the idea lense is that lack of conse nsus and diversity of ideas and opinions can lead to innovation. This represents the taken for granted aanames discussion and leads to experimentation. New ideas offer benefit as they compete to be taken. Innovation and creativity can take place if there is enough space and not as rig idity and control purposes (eg, time pressure and need for profits). The intuition can help people in shaping strategy. The boundaries between organizations and their environment must be reduced to fo ster innovation. The area is part of the organization and this will increase the sense of change.

Within the organization there must be sufficient interaction and collaboration t o support the variety of ideas. Space for informal contacts. There is also stressed the importance of speed in love. Even though not everythi ng is used in practice, it is good to keep innovating. See Exhibit 2.6 for an example of the above list. The extent to which new ideas will be used in a product, service or process depe nds on the selection mechanism. These mechanisms come in various forms, but all determine the value of the idea: At the organizational level, the market is an important selection tool. A certai n strategy is attractive to the customer? These are not purely economic grounds, because the customer can be very subjective judgments. B.v price is not the onl y factor. At the level of strategic initiative play assessment, planning, budget and polit ical and cultural context play a role. At the level of the idea is attractive to individuals or groups a means of selec tion. This is sometimes rational and sometimes subjective. Groups with similar interests promote ideas and initiatives. Not everyone will agree with one innovation. It is important that enough people support innovation. There will be a battle for survival occur. Complexity theory and evolutionary theory see strategy development as a pattern emerging from the organization for direction of the strategy. Not just top down. This yields the following implications for managers: Top management can not predict the future and not plans. Management must feel for the environment, which raises new ideas and opportuniti es. This is not achieved with tight control systems and strategy. The culture and st ructure to diversity, variety and informal support networks. Planning of day to give support to social interaction and intuition. Usually, strategic change gradually, but sometimes very abruptly with new ideas. Emphasis on order-generating rules ??????????????? Senior managers need to provide some guiding rules that allow the organization t o adapt to the environment. This includes not only the direct performance of the organization (profit).