The document discusses the process of crafting strategy and argues that strategies are not always rationally planned but can emerge through unexpected means or stumble into being. Effective strategies may develop through grassroots processes or quantum leaps. To manage strategy is to balance stability and change, plan and learn, and craft both thought and action. Strategies form through both deliberate and emergent processes and an organization must balance control and learning.

1. CRAFTING STRATEGY
• Image of strategy:
– Rational control,
– Systematic analysis,
– Clear strategies,
– >>> a “planning” Image > not necessarily accurate
• Crafting Strategy:>>> better captures the process of
strategy development, and how strategies get made

2. •Both plans for the future and patterns from the past
- a plan need not produce a pattern
a pattern need not result from a plan
Need not be deliberate – they can also emerge
- strategies can be formed as well as formulated
- sometimes we end up with “unrealized strategies”
> need to distinguish between
formulation and implementation
- “Hands” and “Minds” should not be separated
- Actions may converge to form EMERGENT Strategies
- Purely deliberate strategies neglect learning
- Purely emergent strategies neglect control
-- no organization operates at these extremities

3. • EFFECTIVE STRATEGIES DEVELOP IN ALL KINDS OF
STRANGE WAYS
-- often through the most unexpected means
-- may even stumble into a strategy
• Grass-roots Strategy Making;
-- Strategies may be deliberately emergent
> Umbrella Strategy
> Process Strategies

4. • SOMETIMES STRATEGIC ORIENTATIONS HAPPEN IN BRIEF,
QUANTUM LEAPS
>>>>Quantum Leaps OR
>>>>Cycles of Change
• TO MANAGE STRATEGY IS TO CRAFT THOUGHT AND ACTION,
CONTROL AND LEARNING, STABILITYAND CHANGE
-- Manage Stability
-- Detect Discontinuity
-- Know the Business
-- Manage Patterns
-- Reconcile Change and Continuity

5. WHAT THE HELL IS
“MARKET ORIENTED?”
• Information on all important buying influences
permeates all corporate functions
• Strategic and tactical decisions are made
interfunctionally and interdivisionally
• Divisions and functions make well-coordinated
decisions and execute them with a sense of
commitment.