The document critiques traditional corporate planning strategies, arguing that they hinder innovation and adaptability in rapidly changing markets. It emphasizes the importance of collaboration, customer focus, and dynamic leadership over rigid planning. The new strategic management approach promotes ongoing communication, shared learning, and responsiveness to customer needs.

1. Entrepreneurship lives!

2. Old School Strategy is dead

4. Yet still in the agenda of
boards, GSB, and consultants

5. “All Strategies melt in the
heat of battle

7. “No battle plan survives
contact with the enemies” -
Gen Colin Powell

8. “Corporate planning is like a
rain dance” - Brian
Quinn, Darmouth

10. “If you start planning, you blind
yourself to opportunity” – Harry
Quadracchi/Quad Graphics

12. Business plan are great for
bankers and investors, but if we
strictly followed them, we miss
the innovative companies - Inc
Magazine

13. What does Dr. Oren Harari, tell
about corporate planning in his
boo, Leapfrogging the
Competition

14. Harmful

15. Rigid

16. Static

17. Overly
complicated

18. Arrogant

19. Moving forward while using at
rearview mirror

20. Using historical data to predict
the (disruptive) future

21. “Complex phenomena of the
market will be fully known or
measured” – Frederick
Hayek, Nobel laureate

22. Current data loses validity rapidly
because of rapidly changing
situation - Herber
Meyer, corporate intelligence
expert

23. “Me too strategies” – from
mountains of data using same
tools

24. Running companies without
vision but only with
spreadsheets

25. Forgetting
markets, customers, and
products

26. The Merger and Acquisition (M
& A) craze in strategy

27. Reasons:
Management Ego
Freudian “mine is bigger”
Easier to execute

28. M & A objectives:
Synergy
More sales and profits
Cost reduction

29. Lack of management focus
Culture clash
Problems are multiplied
Inertia causes the surviving entity
to move slower, lose market share
As per Warren Buffett, M & A
usually hurts the acquiring
company

30. Why many M & A fail?

32. Example: CEO Frank Lorenzo
of Eastern Airlines in USA; no
vision just profits

34. Henry Mintzberg - CREATIVE
SYNTHESIS

36. Information, resources, people
’s creativity and commitment

37. What generates business success?

38. Collaboration
Teamwork
Collective entrepreneurship

39. The “New Strategic Management”

40. 1. Strategic conversations –
constant communications from the
top to the troops

42. 2. Peter Senge counts - it is not
about strategic plans but changing
mental models

44. 3. Flood your organization with
shared learning

46. 4. Organize around the customers
Applaud customer complaints
Systems, structures to serve
customers better
Create more customers

48. Focus more on the
customers, not on the market
research

50. Be entrepreneurial

52. 5. Leadership really really counts
Exciting
Cohesive
Ever evolving

54. Focus on opportunities

55. 6. Collaborate, cooperate
(even with competitors)

57. 7. Business model canvass
(improvement) – Alex Osterwalder

60. Allows many companies to adjust
to low demand, 3rd world country
situations, and improve customer
satisfaction

61. According to HBR, many
companies have shifted to BMI
from strategic planning

63. References
 https://www.facebook.com/Entrepshare?ref=hl
 http://profjorgeentrep-
jorge.blogspot.com/2013/08/old-school-strategy-is-
dead-involvement.html#.Uh7__j_9VIM
 Leapfrogging the Competition by Oren Harari

64. Links to ProfJorgeEntrep
 www.profjorgeentrep-jorge.blogspot.com
 www.entrepnews.blogspot.com
 www.cheapcures.blogspot.com
 www.profjorgeentrep-ateneo.blogspot.com