RESEARCH NOTES AND COMMUNICATIONS LEARNING 1, PLANNING 0 REPLY TO IGOR ANSOFF HENRY MINTZBERG Faculty of Management, McGill University, Montreal, Quebec, Canada In a way, it is unfortunate that Igor Ansoff has responded to my article on the design school. That is because in my pat world of schools of thought on strategy formation, his work slots into the planning school and not the design school per se (and so I shall address it in a forthcoming book on that school). This may seem to be splitting hairs-in a sense it is-but to my mind there are two fundamental differences in the premises that underlie these two schools (both evident in Igorâs work as well as that of Ken Andrews). First, while one focuses (almost obsessively) on the CEO as âarchitectâ of strategy, the other gives an awful lot of influence to the staff planners. And second, more importantly though closely associated with the first, while one school treats â S W O T (strength and weaknesses, opportunities and trends) as a general framework, the other elaborates it into a detailed formal model, of an extensive sequence of clearly delineated steps supported by a host of analytical techniques
Strategic Management Journal – Wiley
Published: Sep 1, 1991
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