Print this pageStrategic Management Framework Heritage and Inspiration
This section acknowledges the works of others in this field. The development of this competency framework recognizes those authors whose ideas are incorporated and synthesized in this work. See the references section of the Website for complete citations.
The requirements for the strategic process, and the overall strategic management competency, come from Scumpeter's, Chandler's, Teece's and Pine & Gilmore's world-view of business, creative destruction, and what produces a competitive advantage. Mintzberg's definition of strategy and strategic thinking are woven into this work. Mintzberg and Hamel have been most influential in how to formulate, that is create, an innovative strategy. They help to address the knotty problem of that seminal idea that is the precursor to all great strategies. Drucker's views on strategy, role of management, entrepreneurship, and innovation heavily influence this work.
The business model developed is comprehensive, to properly reflect the design of the business produced by the strategy. The model is systems based, to complement the systems thinking necessary to deal with complexity and to capture the interrelationships of the business elements that produce competitive advantage. The fundamental structure of the model is inspired by the design construct presented by Jamshid Gharajedaghi (1999). The business model elements are based on years of experience and research into a multitude of models, but are especially influenced by Hamel's (2000) business model. Hamel's inclusion of the wealth creation potential elements in the business model adds the dimension needed to complete the construct. The value chain and system come from Porter's works. Collins' construct for defining a vision is incorporated into the model. Other influences come from Chesbrough, Moore, and Treacy & Wiersema.
Other significant works that provide understanding and support for this concept are Baldwin & Clark, Schilling, and Pine with their research and explanations of modularity, especially Schilling's identification of modularity as a general systems concept.
The basic synergy to produce a competitive advantage, the strategic focus, derives from Drucker's Theory of Business, Collins' Hedgehog Concept, Hamel & Prahalad's Strategic Intent, and Gharajedaghi's definition of business purpose. Hamel's masterful works on creative innovation of the business model and management practices have a strong influence on that stage of the process. Slywotzky's profit patterns provide great tools for teaching people to look for the patterns and see the bigger interactive picture that may be dominating their industry or be newly arising. The overall strategic management process, initially prepared based on Korn's extensive experience with strategy development, systems development, product development, business design, and continuous improvement, is supplemented with Ackoff's and Gharajedaghi's Interactive Management and Norton & Kaplan's strategic alignment, including strategy mapping. The process is cross-checked with such authors as Bossidy and Charan who provide great guidance for execution.
General systems theory, adaptive learning, and learning methods come from Bertalanffy's general systems theory, Churchman's and Singer's explanations of what learning is and how it can be systematic, Senge's adaptive learning, and Ackoff & Gharajedaghi.
This Strategic Management Framework is a synthesis of experience and research. In utilizing in the ideas of others, no attempt has been made to fully reconcile this framework with their works. The creation of a comprehensive strategic management framework has its own focus – as such it needs to be unique in order to have the parts fully integrate into a synergistic whole.
