The Fall And

Rise Of
Strategic
Planning
By Henry Mintzberg
Minal Shah - 40
Rekha K . S .- 19
Nishant Chabbra - 06
 Strategic THINKING
V/s
strategic Planning

 Strategic Planning
It is step-by-step instruction for carrying out strategies,
so the managers of business do not get them
wrong.

 Strategic Thinking
 It is capturing information from all sources i.e. personal
experiences, experiences of others, market research etc.
and synthesizing the learning into a vision of direction
that the business should pursue.



 Role of Strategic Thinkers
 It involves intuition and creativity .
 Strategic thinking cannot be developed on
schedule. They must be free to appear at
any time and place in the organization
through a process of informal learning.
 Strategy making needs to function beyond
the boxes, to encourage the informal
learning that produces new perspectives
and new combinations.

 Role of strategic planners
 Planners As Finders: Planners should provide
formal analyses or data that strategic
thinking requires.
 Planners As Catalyst: Planners should act as
catalyst who support strategy making by
aiding and encouraging the managers to
think.
 Planners As Programmers: Planners should
specify the series of concrete steps needed
to carry out the vision.

 Fallacies of strategic planning


 The Fallacy of Prediction.
 The Fallacy of Detachment.
 The Fallacy of Formalization.
 Conclusion



Planners shouldn’t create
strategies, but they can supply
data, help managers think
strategically, and program the
vision.
Thank You