The Entrepreneurial School
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This presentation is on one chapter of the book called Strategy Safari by Henery Mintzberg . This helps you understand how should one look at a strategy. How an entrepreneur should be a visionary leader and have a visionary organisation and should adapt to the rapid change in the environment, It also includes how the learning and conclusions form the chapter
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The Entrepreneurial School
- 1. The Entrepreneurial School STATEGY FORMATION AS A VISIONARY PROCESS
- 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