Dit is een korte samenvatting van zes artikelen van het vak Strategic Management. Studiejaar .
1. Camillus, J. C. (2008). Strategy as a wicked problem. Harvard business review, 86(5), 98.
2. Porter, Michael E. 1996. What is strategy? Harvard Business Review 74(6): 61-78
3.Reeves, M., C. Love and...
Strategic Management Artikelen (2020-2021)
Camillus, J. C. (2008). Strategy as a wicked problem. Harvard business review, 86(5), 98. ....................... 1
Porter, Michael E. 1996. What is strategy? Harvard Business Review 74(6): 61-78 (November-
December). ................................................................................................................................................. 3
Reeves, M., C. Love and P. Tillmanns. 2012. Your strategy needs a strategy. Harvard Business
Review (September): 76-83. ....................................................................................................................... 8
Gassmann, O., Frankenberger, K. and Csik, M., The St. Gallen Business Model Navigator, Working Paper
University of St.Gallen ................................................................................................................................ 9
Nunes, P., Breene, T. (2011). Reinvent your business before it is too late. Harvard Business Review, 89
80-87 ......................................................................................................................................................... 10
Kim, W. C. and R. Mauborgne. 2004. Blue ocean strategy. Harvard Business Review (October): 76-84. 12
Camillus, J. C. (2008). Strategy as a wicked problem. Harvard business review, 86(5), 98.
Companies tend to ignore one problem: They can’t develop models of the increasingly complex
environment in which they operate. As a result, contemporary strategic-planning processes don’t
help enterprises cope with the big problems they face. Wickedness isn’t a degree of difficulty.
Wicked issues are different because traditional processes can’t resolve them. There are several
ways to define a wicked problem, but according to Rittel and Webber, it has some or all of 10
characteristics.
1. 1 There is no definitive formulation of a wicked problem. It’s not possible to write a
welldefined statement of the problem, as can be done with an ordinary problem.
2. 2 Wicked problems have no stopping rule. You can tell when you’ve reached a solution
with an ordinary problem. With a wicked problem, the search for solutions never stops.
3. 3 Solutions to wicked problems are not true or false, but good or bad. Ordinary problems
have solutions that can be objectively evaluated as right or wrong. Choosing a solution to
a wicked problem is largely a matter of judgment.
4. 4 There is no immediate and no ultimate test of a solution to a wicked problem. It’s
possible to determine right away if a solution to an ordinary problem is working. But
solutions to wicked problems generate unexpected consequences over time, making it
difficult to measure their effectiveness.
5. 5 Every solution to a wicked problem is a “one-shot” operation; because there is no
opportunity to learn by trial and error, every attempt counts significantly. Solutions to
ordinary problems can be easily tried and abandoned. With wicked problems, every
implemented solution has consequences that cannot be undone.
6. 6 Wicked problems do not have an exhaustively describable set of potential solutions, nor
is there a well-described set of permissible operations that may be incorporated into the
plan. Ordinary problems come with a limited set of potential solutions, by contrast.
7. 7 Every wicked problem is essentially unique. An ordinary problem belongs to a class of
similar problems that are all solved in the same way. A wicked problem is substantially
without precedent; experience does not help you address it.
8. 8 Every wicked problem can be considered to be a symptom of another problem. While an
ordinary problem is self-contained, a wicked problem is entwined with other problems.
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, However, those problems don’t have one root cause.
9. 9 The existence of a discrepancy representing a wicked problem can be explained in
numerous ways. A wicked problem involves many stakeholders, who all will have
different ideas about what the problem really is and what its causes are.
10. 10 The planner has no right to be wrong. Problem solvers dealing with a wicked issue are
held liable for the consequences of any actions they take, because those actions will have
such a large impact and are hard to justify.
Wicked problems often crop up when organizations have to face constant change or
unprecedented challenges. Five characteristics are present in a strategy-related issue, executives
agree they have a wicked problem on their hand:
1. The problem involves many stakeholders with different values and priorities
2. The issue’s roots are complex and tangled.
3. The problem is difficult to come to grips with
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