Identity and Strategy
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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.
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Chapter 7: The Impact of Identity: Lessons Learned

Olaf G. Rughase

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7. The impact of identity: lessons learned This chapter briefly reviews the JOURNAL case study and its feasibility, and highlights selected lessons learned. It then describes other practical experiences concerning the impact of desired organizational identities and the proposed strategy making process design, in particular in larger organizations. 7.1 THE CASE STUDY: REVIEW AND LESSONS LEARNED From my perspective, the JOURNAL case study clearly verifies the feasibility of the designed strategy making process proposed in Chapter 5. Two of the most critical elements of a strategy making design turned out to be practicable: the new starting point and the change of measure. With regard to the new starting point in strategy making, the case study shows that participants were willing and able to express their individually desired organizational identities. More important still, they were able to reach a consensual agreement on an aggregated shared desired identity (SDI) by avoiding paralyzing conflicts. This is important because the revelation of desired identities and the consensual creation of an SDI was possible even though (a) there were major hidden and subliminal internal conflicts between team members and departments, (b) there was limited and self-centered thinking in departments, and (c) participants were extremely suspicious of their management and of external facilitators. These initial organizational conditions are more the rule than the exception. I do not mean that the new starting point completely eliminated conflicts, fears or even distrust. But the participation principle and first positive experiences of sharing desires...

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