Design And Positioning Schools Of Strategy Essay

Design And Positioning Schools Of Strategy - Essay Example According to the research ten schools of strategy have different perspectives on the subject of strategy. These represent different schools of thought on strategic planning and formulation. The ten schools of strategy are design school, planning school, positioning school, entrepreneurial school, cognitive school, learning school, power school, cultural school, environmental school, and the configuration school. The design school of strategy defines strategy formation as a process of conception. Design school of strategy proposes a strategy that matches external opportunities with internal capabilities. The position school of strategy defines strategy as positions in the economic marketplace which are generic and common. Strategy should also be designed, keeping in mind existing and future competitors. The entrepreneurial school of strategy sees strategy making as a visionary process. Also this school makes the chief executive officer as the main formulator of the strategy. The plann ing school of strategy identifies strategy making as a formal process which calls for a mechanical and systematic process of strategy formulation with no or little creativity. The cognitive school sees strategy making as a mental process and takes input from different concepts of psychology. This school is largely conceptual in nature. The learning school stresses on learning from past experience and therefore sees strategy making as an emergent process. The power school of strategy argues that negotiating between different power holders within the organization is an important part of strategy formulation. ... The position school of strategy defines strategy as positions in the economic marketplace which are generic and common. Strategy should also be designed, keeping in mind existing and future competitors. The entrepreneurial school of strategy sees strategy making as a visionary process.( Mintzberg, et al, 2002). Also this school makes the chief executive officer as the main formulator of the strategy. The planning school of strategy identifies strategy making as a formal process which calls for a mechanical and systematic process of strategy formulation with no or little creativity. The cognitive school sees strategy making as a mental process and takes input from different concepts of psychology. This school is largely conceptual in nature. The learning school stresses on learning from past experience and therefore sees strategy making as an emergent process. The power school of strategy argues that negotiating between different power holders within the organization is an important p art of strategy formulation. The environmental school sees strategy making as a reactive process that is dependent on the external environment. The cultural school of strategy calls for group work in formulation of strategy. Finally, the configuration school of strategy sees strategy making as a process of transformation. The different schools of strategy can be grouped into three larger groups (Mintzberg, et al 2002). The first group is prescriptive in nature and consists of design, planning, and positioning schools. This group tells how a strategy should ideally be made. The second group tells how strategy is made and comprises of entrepreneurial, cognitive, learning, power, cultural, and environmental