Dekalog współczesnego stratega – krytyczne błędy zarządzania strategicznego w praktyce
Ładowanie...
Data
2013
Autorzy
Tytuł czasopisma
ISSN czasopisma
Tytuł tomu
Wydawca
Wydawnictwo Politechniki Łódzkiej
Lodz University of Technology Press
Lodz University of Technology Press
Abstrakt
Procesy zachodzące we współczesnej gospodarce są nieliniowe i chimeryczne i jako takie powodują, że wszelkie próby prognozowania i projektowania przyszłości nie mają sensu. Jak pisze K. Obłój, „...w świecie zupełnej przypadkowości, chaosu, braku powtarzalności, nie sposób przewidzieć niczego, o czym warto wiedzieć” [1, s. 46]. Te cechy są rzadko uwzględniane przez kadry kierownicze w procesie zarządzania, co w praktyce objawia się wieloma dysfunkcjami strategicznymi.
Celem niniejszego opracowania jest skatalogowanie głównych błędów i deformacji praktyki zarządzania strategicznego i wskazanie najistotniejszych wyznaczników skutecznego myślenia strategicznego, odpowiadającego na wyzwania współczesnego biznesu.
In an era of chaos and rapid cyclical changes in the global economy, strategic management is the most serious and most difficult challenge for top managers. The processes taking place in the modern economy are non-linear and chimeric and, as such, they create the situation, that any attempt to predict and design the future does not make sense. As, K. Obłój writes, "... in a world of utter randomness, chaos, lack of repeatability, it is impossible to predict anything, what you need to know" [1]. Unfortunately, the above mentioned features are rarely taken into account by managers in the process of strategic management. Business practice around the world is still dominated by the belief that every organization must use its own business strategy, which is a set of key principles that define the scope, objectives and results of its operations. Those fairly traditional approach to business strategy, set by planning mainstream from early 70ties, today contrasts with the realities of the modern business and the era of rapid change and even total unpredictability. The conventional understanding of strategy as a plan of action calls the phenomenon of strategic degeneration of enterprises and in practice reveals the many dysfunctions of strategic management. The aim of this study is to catalog the major faults and the deformation of strategic management practices and to identify the most important determinants of effective strategic thinking, responding to the challenges of modern business. Presented in this paper the main directory of defects and anomalies of strategic management is likely to be incomplete, but it certainly shows the most common and pressing issues.
In an era of chaos and rapid cyclical changes in the global economy, strategic management is the most serious and most difficult challenge for top managers. The processes taking place in the modern economy are non-linear and chimeric and, as such, they create the situation, that any attempt to predict and design the future does not make sense. As, K. Obłój writes, "... in a world of utter randomness, chaos, lack of repeatability, it is impossible to predict anything, what you need to know" [1]. Unfortunately, the above mentioned features are rarely taken into account by managers in the process of strategic management. Business practice around the world is still dominated by the belief that every organization must use its own business strategy, which is a set of key principles that define the scope, objectives and results of its operations. Those fairly traditional approach to business strategy, set by planning mainstream from early 70ties, today contrasts with the realities of the modern business and the era of rapid change and even total unpredictability. The conventional understanding of strategy as a plan of action calls the phenomenon of strategic degeneration of enterprises and in practice reveals the many dysfunctions of strategic management. The aim of this study is to catalog the major faults and the deformation of strategic management practices and to identify the most important determinants of effective strategic thinking, responding to the challenges of modern business. Presented in this paper the main directory of defects and anomalies of strategic management is likely to be incomplete, but it certainly shows the most common and pressing issues.
Opis
Słowa kluczowe
strategia przedsiębiorstwa, zarządzanie strategiczne, błędy zarządzania, corporation strategy, strategic management, faults of management
Cytowanie
Zelek, A. (2013). Dekalog współczesnego stratega – krytyczne błędy zarządzania strategicznego w praktyce. Zeszyty Naukowe. Organizacja I Zarządzanie, 52(1147), 73-84. https://doi.org/10.34658/oiz.2013.52.73-84