How Individual Visions Enable the Design of a Market Strategy that Works
Chapter 4: The Impact of Desired Identities: What Does it Mean for Strategy Making in Practice?
Strategy is a human construction; it must in the long run be responsive to human needs. It must ultimately inspire commitment. It must stir an organization to successful striving against competition. People have to have their hearts in it. (Andrews, 1987, p. 63) The framework developed in Chapter 3, and the likelihood of time-based discrepancies that it reveals, demonstrate the importance of desired organizational identity for strategy making. A vision of the organization’s future (‘who should we be?’) and a source of strong motivation to alter current organizational identities aﬀects the aim of strategy making in an organic way. The framework illustrates a close interdependency between desired organizational identity and a future market strategy. Consequently, the identiﬁcation of desired organizational identity should be adequately considered and methodologically integrated into strategy making (see Brown and Starkey, 2000, p. 110; Bouchikhi and Kimberly, 2003; Haslam et al., 2003a). However, before this integration can be done it is important to review the impact of desired organizational identities on strategy making in practice. This chapter will identify and formulate four new requirements for designing a practical strategy making process that are derived from the insights and conclusions of the organizational identity framework introduced in Chapter 3: 1. 2. 3. 4. Developing a consensually shared desired identity as a new starting point. Accepting the consensually shared desired identity as a new measure in the process of strategy making. Achieving an attainable market strategy that is creative at the same time. Using skilled...
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