Leveraging organisational hierarchies and networks: reassessing strategic planning and strategic doing Online publication date: Tue, 04-Oct-2022
by John A. Parnell; J. Douglas Barrett; Edward M. Morrison
International Journal of Management and Decision Making (IJMDM), Vol. 21, No. 4, 2022
Abstract: This paper explores the potential complementarity between conventional strategic planning and non-traditional approaches such as strategic doing. Traditional strategic planning models focus on the challenge of developing a strategy for a single hierarchical organisation operating in a relatively stable environment, but leaders today are confronted with networks and increasing volatility. Strategic planning focuses on a technical, rational, and linear approach to problem solving. In contrast, strategic doing invokes a multifaceted, recursive process of thinking and solving complex problems. It focuses on generating new opportunities from recombining accessible assets, many of which involve knowledge embedded in hidden networks. A flexible approach like strategic doing can augment traditional approaches to strategic planning by focusing on a chronic problem, strategy execution.
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