From Analysis to Imagination
Imaginative strategy making: existing frameworks
2. Imaginative strategy making: existing frameworks As discussed in the last chapter, it would appear that in using imagination for strategy making in a crisis, it is difficult to focus exclusively on what strategic positions of the firm lead to optimal performance under varying environmental circumstances, without simultaneously considering how a firm’s administrative systems and decision processes influence these strategic positions (Chakravarthy and Doz, 1992; Rumelt, Schendel and Teece, 1994; Schendel, 1992). My main point of departure is, therefore, the conjecture that crafting strategy imaginatively is an effort involving both strategy process research and strategy content research. The two streams of research can be thought of as the two dimensions of a matrix where the horizontal axis describes how a strategy is made and the vertical axis describes what is being imagined when crafting strategy. I envisage the question of how a strategy is made as a sequential process involving a number of process steps (see van den Ven, 1992, as well as Schendel and Hofer, 1979, for related arguments). On the horizontal axis, therefore, we find the three generic steps in the strategy-making process: envisaging, conceiving and realizing strategies. Exactly what is decided in this process is contingent upon an important source of such decisions: the human imagination (see Roos and Victor, 1999; Kearney, 1988). On the vertical axis, therefore, the strategy-making matrix argues that imaginative strategies can best be envisaged, conceived, and realized by considering all three thrusts of strategy making: descriptive, creative, and challenging imagination. The juxtaposition...
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