Week 6
The first four texts of week 6 discuss how firms can successfully implement their strategies and
how they can realize big organizational changes. The role of CEOs, business unit managers,
and other employees is particularly important here. The final text summarizes the main schools
of thought in the area of strategy and organization, and wonders whether they should be seen as
separate animals or as one big beast.
Questions
1. (understanding of texts)
Consider texts 1, 2, and 3. What are the main messages of text 1? How does this text relate to
Burgelman’s text on corporate entrepreneurship? And how do both texts compare to Bourgeois &
Brodwin’s five approaches to strategy implementation?
Word count: 410
Text 1 introduces a strategy map and the balanced scorecard to implement a strategy. A strategy
map is an alternative to strategic planning, which focuses on implementing a coherent strategy.
It also investigates gaps in the lower levels of strategic implementation. A tool to create a
strategy map is the balanced scorecard, which is about translating strategy into a set of coherent
operational measurements.
Both articles are about testing a strategy and adapting it if necessary. However, in the text of
Burgelman the role of the CEO and other top management is smaller than in text 1. The text of
Burgelman has more focus on innovation and entering new markets. Strategy implementation is
unplanned and very flexible to achieve innovation. The strategy implementation of Kaplan &
Norton is more planned and provides stability and direction. The idea of the article of Kaplan &
Norton is one general strategy which is communicated and implemented through the entire
organization. The idea of Burgelman is that spontaneous strategic ideas come from the bottom.
Middle Management should create horizontal linkages and top level has no or less influence on
the strategy.
The five approaches of Bourgeois & Brodwin are: the commander model, the change model, the
collaborative model, the cultural model and the crescive model. The models differ in the roles
and influences of the top management (CEO) and the lower-level employees. In the commander
model the CEO formulates the strategy and the focus is on strategic planning. The focus in the
change model is on the implementation of the strategy and the CEO is the ‘architect’ of the
strategy. In the collaborative model the middle managers are involved in the strategy formulation
and the role of the CEO is the one as coordinator of the strategy. All employees are involved in
the strategy implementation in de cultural model and the CEO has the role as a coach. In the
crescive model the lower-level managers are responsible for the strategy formulation. The CEO
has the role of judge. The article of Kaplan & Norton has some elements of the collaboration
model and some elements of the change model. It has focus on collaboration in the organisation
with a coherent strategy. Besides that, it is about setting performance objectives, so that comes
close to the change model. The article of Burgelman corresponds to the crescive model, in
which lower-level managers have high autonomy and are responsible for the strategy
formulation. According to Bourgeois & Brodwin this is the best model.
2. (understanding of texts)
Consider text 4. Describe what the authors mean by their punctuated equilibrium model of
organizational transformation. Can organizational transformations be achieved through a series
of incremental changes? Briefly explain your answer. And what are the main factors driving such
transformations according to the authors?
Word count: 308
, The punctuated equilibrium model presented by the authors Romanelli & Tushman in the article
“Organizational transformation as punctuated equilibrium” from 1994 is a theoretical framework
trying to explain and create understanding about how major changes occur in organisational
activity patterns. The model explains that fundamental changes in organisations often appears
during short revolutionary periods of time. Revolutionary periods determines the new standards
for a period of time to come that are more stable and not as evolving. The authors argue that the
key periods (revolutionary periods) are the most important sequences in an organisational
transformation, and those will define the patterns of transformation within the organisation. Will
transformation be achieved by a series of incremental changes? Maybe, but most certainly no.
incremental change goes step by step and is opposite to revolutionary change. Changes might
be achieved thru incremental change, but no fundamental changes. It is the revolutionary periods
that will have the greatest impact on change and found the basis of patterns over time. To
achieve those changes organisations need to successfully implement changes over all domains
of their structure. Main factors driving changes described in the paper are these overlapping
changes over several domains of the firm. Other events able to create change are new leaders
such as a new CEO. CEO succession can set new values and trends internally that will increase
the odds for a new revolutionary period that will affect the patterns of change. Environmental
changes will also increase the likelihood of transformation since it for example determines new
threats and opportunities for organisations. The paper also brings up that organisation are less
likely to face a new period of major changes when their performance are improving, or at least
not declining. On the other hand is it more likely that they will enter a period of change when their
performance actually are declining.
3. (grounded team opinion)
Text 5 discusses 10 different schools of thought on strategy and organization. All of these
schools have been represented in the required readings of this course. Looking at these schools,
what is your team’s overall impression of the field of strategy and organization? Which schools
mostly caught your attention or did you find most convincing? And why?
160
Most business decision makers want to make wise decisions, but they sometimes do not know
where to begin. This is where strategic management comes into play. A vital concept for
managers and to grasp, strategic management entails evaluating business goals, objectives and
plans in light of your company focus on effectiveness and efficiency.
There are 10 different school of thoughts which tell us how Strategy Formulation can be done
and what are the various say that can be formulated in a form of strategy. The school that caught
our attention the most, among the 10 School of thoughts is the configuration school. It basically
states, that the right way of coordinating a strategy depends on organizational and environmental
elements. When you align those elements consistent, grouping can be formed. When groupings
show fit or configuration with the elements, the firm is likely to perform well. In general, the
Mintzberg’s 10 school of thoughts for strategy formulation are applicable even today.
Total words: 878
• Note: in addition to answering question 3, formulate a short discussion statement on the basis
of your
team’s opinion and be prepared to bring forward and collectively defend this statement in class.
Week 5
The first four texts of week 6 discuss how firms can successfully implement their strategies and
how they can realize big organizational changes. The role of CEOs, business unit managers,
and other employees is particularly important here. The final text summarizes the main schools
of thought in the area of strategy and organization, and wonders whether they should be seen as
separate animals or as one big beast.
Questions
1. (understanding of texts)
Consider texts 1, 2, and 3. What are the main messages of text 1? How does this text relate to
Burgelman’s text on corporate entrepreneurship? And how do both texts compare to Bourgeois &
Brodwin’s five approaches to strategy implementation?
Word count: 410
Text 1 introduces a strategy map and the balanced scorecard to implement a strategy. A strategy
map is an alternative to strategic planning, which focuses on implementing a coherent strategy.
It also investigates gaps in the lower levels of strategic implementation. A tool to create a
strategy map is the balanced scorecard, which is about translating strategy into a set of coherent
operational measurements.
Both articles are about testing a strategy and adapting it if necessary. However, in the text of
Burgelman the role of the CEO and other top management is smaller than in text 1. The text of
Burgelman has more focus on innovation and entering new markets. Strategy implementation is
unplanned and very flexible to achieve innovation. The strategy implementation of Kaplan &
Norton is more planned and provides stability and direction. The idea of the article of Kaplan &
Norton is one general strategy which is communicated and implemented through the entire
organization. The idea of Burgelman is that spontaneous strategic ideas come from the bottom.
Middle Management should create horizontal linkages and top level has no or less influence on
the strategy.
The five approaches of Bourgeois & Brodwin are: the commander model, the change model, the
collaborative model, the cultural model and the crescive model. The models differ in the roles
and influences of the top management (CEO) and the lower-level employees. In the commander
model the CEO formulates the strategy and the focus is on strategic planning. The focus in the
change model is on the implementation of the strategy and the CEO is the ‘architect’ of the
strategy. In the collaborative model the middle managers are involved in the strategy formulation
and the role of the CEO is the one as coordinator of the strategy. All employees are involved in
the strategy implementation in de cultural model and the CEO has the role as a coach. In the
crescive model the lower-level managers are responsible for the strategy formulation. The CEO
has the role of judge. The article of Kaplan & Norton has some elements of the collaboration
model and some elements of the change model. It has focus on collaboration in the organisation
with a coherent strategy. Besides that, it is about setting performance objectives, so that comes
close to the change model. The article of Burgelman corresponds to the crescive model, in
which lower-level managers have high autonomy and are responsible for the strategy
formulation. According to Bourgeois & Brodwin this is the best model.
2. (understanding of texts)
Consider text 4. Describe what the authors mean by their punctuated equilibrium model of
organizational transformation. Can organizational transformations be achieved through a series
of incremental changes? Briefly explain your answer. And what are the main factors driving such
transformations according to the authors?
Word count: 308
, The punctuated equilibrium model presented by the authors Romanelli & Tushman in the article
“Organizational transformation as punctuated equilibrium” from 1994 is a theoretical framework
trying to explain and create understanding about how major changes occur in organisational
activity patterns. The model explains that fundamental changes in organisations often appears
during short revolutionary periods of time. Revolutionary periods determines the new standards
for a period of time to come that are more stable and not as evolving. The authors argue that the
key periods (revolutionary periods) are the most important sequences in an organisational
transformation, and those will define the patterns of transformation within the organisation. Will
transformation be achieved by a series of incremental changes? Maybe, but most certainly no.
incremental change goes step by step and is opposite to revolutionary change. Changes might
be achieved thru incremental change, but no fundamental changes. It is the revolutionary periods
that will have the greatest impact on change and found the basis of patterns over time. To
achieve those changes organisations need to successfully implement changes over all domains
of their structure. Main factors driving changes described in the paper are these overlapping
changes over several domains of the firm. Other events able to create change are new leaders
such as a new CEO. CEO succession can set new values and trends internally that will increase
the odds for a new revolutionary period that will affect the patterns of change. Environmental
changes will also increase the likelihood of transformation since it for example determines new
threats and opportunities for organisations. The paper also brings up that organisation are less
likely to face a new period of major changes when their performance are improving, or at least
not declining. On the other hand is it more likely that they will enter a period of change when their
performance actually are declining.
3. (grounded team opinion)
Text 5 discusses 10 different schools of thought on strategy and organization. All of these
schools have been represented in the required readings of this course. Looking at these schools,
what is your team’s overall impression of the field of strategy and organization? Which schools
mostly caught your attention or did you find most convincing? And why?
160
Most business decision makers want to make wise decisions, but they sometimes do not know
where to begin. This is where strategic management comes into play. A vital concept for
managers and to grasp, strategic management entails evaluating business goals, objectives and
plans in light of your company focus on effectiveness and efficiency.
There are 10 different school of thoughts which tell us how Strategy Formulation can be done
and what are the various say that can be formulated in a form of strategy. The school that caught
our attention the most, among the 10 School of thoughts is the configuration school. It basically
states, that the right way of coordinating a strategy depends on organizational and environmental
elements. When you align those elements consistent, grouping can be formed. When groupings
show fit or configuration with the elements, the firm is likely to perform well. In general, the
Mintzberg’s 10 school of thoughts for strategy formulation are applicable even today.
Total words: 878
• Note: in addition to answering question 3, formulate a short discussion statement on the basis
of your
team’s opinion and be prepared to bring forward and collectively defend this statement in class.
Week 5
