Making strategy in half an hour



Heffernan, M and O'Donnell, D and McCann, A and McGuire, David and Maier, J (2001) Making strategy in half an hour. In: Irish Academy of Management Conference, September 2001, University of Ulster. (Submitted)

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Abstract

Dear reader, welcome to strategy in the desert of the real! This is essentially an exploratory work in which we attempt to address the question – How do we make strategy in half an hour? Traditional business strategy can be neatly summed up in two words: “formulate” and “implement”. Two facets of the emerging e-business landscape, however, appear to strongly conflict with this model (Bontis & De Castro, 2000). Firstly, the speed at which e-business changes, morphs or develops allows neither senior management nor front level employees the luxury of traditional strategic planning exercises - action and decisions are often needed NOW. Secondly, the loosely coupled nature of network relationships suggests that virtual organisational structures no longer conform to traditional configurations. Strategy is a construction, reproduced by a variety of texts and practices that assist us in making some sense (or nonsense) of the world – in this sense, strategic discourse does not simply mirror social reality – strategic discourses create social realities (Hardy, Palmer & Phillips, 2000) and sometimes even social orientations. Create your own realities – your first assignment is to view the movie, The Matrix. Drawing mainly on insights from complex adaptive systems theory and Habermas we frame our discourse here with reference to the metaphor of the Matrix - we can choose the red pill or the blue pill! Within our digital real time experiences of ambiguity, fundamental uncertainty and sometimes sheer terror or fear, we can accept the code that puts our observations and actions into form; complain about it; change it; or write some completely new code. How do we operate in digital real-time? How do we address this question?

Item Type: Conference or Workshop Item (Paper)
Divisions: School of Arts, Social Sciences and Management > Business, Enterprise & Management
Date Deposited: 10 Feb 2009 15:04
Last Modified: 19 Mar 2014 12:55
URI: http://eresearch.qmu.ac.uk/id/eprint/332

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