The document discusses the formation of entrepreneurial strategies, emphasizing the role of visionary leadership in fostering growth and adaptation within organizations. It highlights the importance of strategic vision, creativity, and innovation, while contrasting entrepreneurial personalities with more administrative ones. The conclusion underlines that a leader's vision is crucial for success and should evolve in response to environmental changes.

1. The Entrepreneurial
School
STATEGY FORMATION AS A VISIONARY PROCESS

2. Overview
Vision
Leader
Visionary
Leader
Visionary
Organisation
Visionary
Leader
Leader
Vision

3. Strategic Thinking as Seeing

4. Origin in Economics of Enterpreneur
Neo Classical
• What quantity to
produce at What price
Oligopoly
• Little more than
quantity and price
Joseph Schumpeter
• Adapting to change
• Creative destruction
• Constant Innovation
Knight
• Heavy Risk
• Handling Uncertanity
Peter Drucker
• Related it to
management

5. The Literature
•Overview
• Personalized leadership based on strategic vision
• Not only for start ups but also for turning around faltering business
• Entrepreneurship associated with: Creators of own business
• Intrepreneurship (Pinchot)
•The great leader in the popular press

6. The entrepreneurial personality
Gumpert
Contrast with administrative personality Different order of questions while making decision
McClelland’s
Strong need of control,
independence, achievement
Need for resentment of
authority
Moderate risk taking Mostly a caculator
Collins & Moore (Study of Independent Entrepreneur)
Understanding individual for
psychological point of view
Powerfull need for achievement &
indepedence
Role deterioration

7. The entrepreneurial personality
Bird
The theory of Roman god Mercury
Palich & bagby
Percive more strength than weakness Percive more opportunities than threat
Busenitz
Exhibit biases to decision making Prone to overconfidence
Stevenson & Gumpert
Constantly attuned to environmental changes Move quickly Actions are relvolutionary

8. Characteristics according to Mintzberg
Strategy making is dominated by active search for new
opportunities
Power is centered in the hands of chief executive
Strategy making is characterized by dramatic lead forward in case of
uncertanity
Dominant goal is growth

9. Visionary Leadership
Vision
• Seen in mind’s eye
• Distinguishes an organisation
• Real vision can never br forgotten
Bennis &
Namus
• Develope an mental image of possible and desirable future state
• Future state (Leader a bridge between present & future)
• Operates emotional resources, values, commitment
• Easy to understand

10. Vision as Drama
Peter
Brook
Rehearsal
Performance
Attendence
Westly &
Mintzberg
Repetition
Representation
Assistance
•Repetition
• Success from deep knowledge
•Representation
• Not only perform but make the past live again
• Realize the articulated vision
•Assistance
• Leader appeals powerfully to specific set of
constituencies

11. Conclusion
•Strategy exists in the mind of the leader as perspective
•The process of strategy formation is semiconscious
•The leader promotes the vision single-mindedly
•The strategic vision is thus easily influenced
•Thus is organisation
•Different type of leadership for different organisations

12. Learnings
•Vision is must to constantly grow
•Being flexible enough so as to adapt to external environment
•Visionary Leaders should help build an visionary organisation
•Scanning the environment constantly
•Looking in every direction

13. Thank You