Identity and Strategy

Identity and Strategy

How Individual Visions Enable the Design of a Market Strategy that Works

Olaf G. Rughase

This groundbreaking book explores the relationship between organizational identity and strategy and proposes a practical strategy making process that helps to avoid the typical pitfalls in strategic change processes. In doing so, the author bridges an important gap in management and strategy literature and explains how to practically link content and process when designing market strategies. A new conceptual framework is also presented which emphasizes the importance and dynamics of organizational identity and corresponding time discrepancies for strategy making.

Resurrecting the future of strategy consulting

Franz Liebl

Subjects: business and management, organisation studies, strategic management


Franz Liebl The road towards a successful and workable strategy is strewn with a host of obstacles. This does not only include the many strategy papers devised by consultants which are quietly shelved by management and never acted upon. Even strategy processes which are ostensibly based on the principle of participation and which involve the relevant stakeholders also have their inherent weaknesses. The conclusions that can be drawn from this history of failure may be formulated in this way: first, organizations are evidently incapable of implementing strategies which are not in tune with their identity, however attractive and well thought out those strategies might appear to the impartial observer. Second, unless these identity issues are clarified at the very outset of strategy development, they crop up uncontrolled and often invisible during the strategy making process, say, for example, in the way people think about the future developments likely to face the company. Third, tedious strategy processes which seriously hamper the creative development of novel strategic options are the inevitable outcome, not to mention the (intended and unintended) distortions in future scenarios that result from these omissions. Two fundamental questions have to be asked. First, what role does identity play in the different phases of the strategy making process? And, second, can we unleash the power of identities by making them transparent and by ensuring a proper alignment? What, therefore, are the creative potentials of a strategy process which makes sufficient allowance for identity, and what is the...