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    Developing Strategies: A Very Brief Introduction
    Developing Strategies: A Very Brief Introduction
    Developing Strategies: A Very Brief Introduction
    Ebook86 pages1 hour

    Developing Strategies: A Very Brief Introduction

    By Stefan Kühl

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    About this ebook

    Hardly any other management concept is as overused as strategy, yet at the same time hardly any other concept is as vaguely defined. As a means of escaping the conceptual jumble, this monograph suggests a systems-theoretical definition which makes it possible to sort out the various threads of the strategy discussion. Strategies are “searc

    LanguageEnglish
    PublisherOrganizational Dialogue Press
    Release dateSep 1, 2017
    ISBN9780999147931
    Developing Strategies: A Very Brief Introduction
    Author

    Stefan Kühl

    Stefan Kühl ist Professor für Soziologie an der Universität Bielefeld und arbeitet als Organisationsberater für Unternehmen, Verwaltungen, Ministerien und staatliche Entwicklungshilfeorganisationen.

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      Book preview

      Developing Strategies - Stefan Kühl

      Stefan Kühl

      Developing

      Strategies

      A Very Brief

      Introduction

      Organizational Dialogue Press

      Princeton, Hamburg, Shanghai, Singapore, Versailles, Zurich

      Imprint

      ISBN (Print) 978-0-9991479-2-4

      ISBN (EPUB) 978-0-9991479-3-1

      Copyright © 2017 by Stefan Kühl

      All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, without permission in writing from the author.

      Translated by: Philip Schmitz

      Cover Design: Guido Klütsch

      Typesetting: Thomas Auer

      Project Management: Tabea Koepp

      www.organizationaldialoguepress.com

      Contents

      Foreword

      1.

      What Is a Strategy? Assembling the Means to an End

      1.1 Defining Strategies Using the Ends-Means Model

      1.2 Strategy as Part of Organizational Structure

      2.

      The Lure and Limitations of an Instrumental-Rational Approach

      2.1 A Portrayal of Standard Procedure

      2.2 On the Popularity of an Instrumental-Rational Approach to the Strategy Discussion

      2.3 The Limitations of an Instrumental-Rational Approach

      3.

      Strategy Development beyond Understanding Organizations in Mechanistic Terms

      3.1 The Emergence of the Approach

      3.2 Searching for the Means to an End as well as Searching for an End for Existing Means

      3.3 Strategic Testing—Resolving the Divide between Strategy Development and Strategy Implementation

      3.4 The Process Architecture for the Development of Strategies: The Resolution of the Classical Phase Model

      4.

      Concerning the Classification of Strategy Processes: Goals as a Characteristic of Structure, among Other Things

      Bibliography

      Foreword

      Strategy is a concept that is taken for granted. It’s on everyone’s lips. There is hardly a business, administration, university, or hospital that appears willing to abstain from formulating a strategy. Executives are summoned to strategy retreats at regular intervals for the purpose of discussing the direction of their organizations. And in the meantime, curriculum modules on strategy development and implementation have become standard components of almost all MBA programs.

      Although most strategy books look strikingly similar to the eyes of practitioners, we should not overlook the intense debate within the field of organizational science regarding the subject of strategic practices in organizations. According to the scholarly discourse on this topic, an understanding of organizations as machines continues to dominate classical strategic management, the strategic consulting firms whose activity supports it, and the tools they typically apply. It is claimed that classical notions of strategy view organizations only in terms of a single purpose that must serve as a measure for almost all organizational activity. Then, in order to achieve this purpose, strategy processes are used to search for appropriate means: optimal communication channels, the right programs, and suitable personnel.

      However, according to the criticism fielded by organizational science, things are unfortunately not that simple. Organizational reality looks quite different from the way it is portrayed in the idealized descriptions of strategy consultants. Organizations are frequently not clear about their own goals. The mission statements that are meant to provide orientation often only echo generalities that ultimately could be espoused in the same form by all of the organizations in the field. The employees in the various units and departments merely act as if they shared the organization’s goal while pursuing their own specific interests. Life in organizations is said to be much wilder than the mechanistic understanding of organizations, which dominates self-help literature, would suggest.

      The goal of this short book is to demonstrate what the development of strategies can be like when extended beyond a simplified, mechanistic understanding of organizations. Systems-theoretical organizational science informs us that goal orientation does indeed occur in organizations, but that it accounts for only one of many forms of structuring them. Rather than conceiving of an entire organization as an ends-means chain, we will show how the development and implementation of strategies can look when organizations are characterized by goal conflicts, by using goals as pure decoration, by shifting goals, and by end-means reversal.

      In the first chapter, we define strategy as a process of finding appropriate means for a previously defined end. Drawing on systems theory, we integrate strategy development and strategy implementation in an overarching understanding of organizational structures. The second chapter presents three things: the form in which the long dominant school of strategy—the so-called Design School—subscribes to an instrumental-rational view of organizations; what makes this approach so popular; and why the instrumental-rational view of organizations comes up against its limits. In the third chapter, which also draws on innovations from critical strategy research, we then present how strategy development can look beyond an instrumental-rational understanding of organizations. The fourth chapter is a résumé of the book. It demonstrates why—in spite of all relativization that has by now become common in research—orientation toward a purpose must be viewed as an important form of structuring organizations, and how such purposive orientation in the framework of strategy processes fits into a systems-theoretical understanding of organizations.

      This book was written primarily for practitioners in businesses, administrative bodies, hospitals, universities, schools, law enforcement, the military, political parties, and associations. The presentation of our methods is supported by many years of experience in strategy consulting for organizations. In specific passages, we repeatedly draw attention to the differences in the strategy development approach that we promote and methods that are frequently still common, and the form in which we link our approach to considerations based on recent organizational research.

      Although the book was written for practitioners and is based on practical experience, we assert that the ideas we present align with the modern approaches of systems theory. Certainly, one must not disregard the fundamentally different utilization contexts and ways of thinking of organizational theory on the one hand, and organizational practice on the other. In principle, it will not be possible to eliminate the gap between organizational science and organizational practice (for management studies see Kieser/Leiner 2009).

      Nevertheless, particularly in the third chapter,

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