Abstract
Since its emergence in the 1960’s, the field of strategic management and strategy formulation has evolved into a complex area of study, even for the most knowledgeable and experienced strategist. Strategy Safari (FT Prentice Hall, 2002), subtitled “A Guided Tour through the Wilds of Strategic Management” by Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel is an overview of the full field of academic and business studies of strategy formulation, based on previous lecture series delivered by Mintzberg. In that book, the authors identified ten (10) schools of strategy formulation. One of which is the design school. The “design school” of strategic management, which focuses on a non-complex model that perceives the process of strategic formation as a design process to reach a satisfactory balance between internal distinctive competence and external threat and opportunity. Strategy formation should be a conscious, informal and controlled process of thought. While the model has limitations, four conditions may encourage an organization to use the design school model, including when relevant knowledge has been established and a situation is stable; an organization can cope with a centrally articulated strategy; and one person can handle all data connected to developing strategy. There are several criticisms of the design school of thought on its reliability and validity. The authors have counteracted with these criticisms and explained that it is based on assumptions which are misleading, as the concept propagated by design school was over simplified and restricted in application.
Highlights
Throughout time, a large amount of thinkers has addressed the issues related to business strategy systems from many different angles
The difference in perspective can be understood from a wide range of base disciplines on which the strategy arguments are based, for example economics, biology, anthropology, philosophy and politicology
In the words of this school’s best-known proponents, “Economic strategy will be seen as the match between qualifications and opportunity that positions a firm in its environment”
Summary
Throughout time, a large amount of thinkers has addressed the issues related to business strategy systems from many different angles. Organizations should be able to sustain competitive advantage in a discrete and identifiable market It is the way a company creates value through the configuration and coordination of its multimarket activities. Descriptive schools, most of which have been discovered over the last 20 years Mintzberg emphasizes this broad diversity of perspectives in the current debate and has identified ten main distinct schools in strategic thinking [5]. Three of these schools—Design, Planning and Positioning School—fall under the prescriptive school and the other seven schools—Entrepreneurial, Cognitive, Learning, Political, Cultural and Environmental School—are descriptive in nature. Design School has an important and influential contribution in developing other schools of thoughts and providing a foundation to strategic management principles
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