Strategy (129 page)

16
. James Champy,
Reengineering Management: The Mandate for New Leadership
(London: HarperBusiness, 1995), 7.

17
. Michael Hammer and James Champy,
Reengineering the Corporation: A Manifesto for Business Revolution
(London: HarperBusiness, 1993), 49.

18
. Peter Case, “Remember Re-Engineering? The Rhetorical Appeal of a Managerial Salvation Device,”
Journal of Management Studies
35, no. 4 (July 1991): 419–441.

19
. Michael Hammer, “Reengineering Work: Don't Automate, Obliterate,”
Harvard Business Review
, July/August 1990, 104.

20
. Thomas Davenport and James Short, “The New Industrial Engineering: Information Technology and Business Process Redesign,”
Sloan Management Review
, Summer 1990; Keith Grint, “Reengineering History: Social Resonances and Business Process Reengineering,”
Organization
1, no. 1 (1994): 179–201; Keith Grint and P. Case, “The Violent Rhetoric of Re-Engineering: Management Consultancy on the Offensive,”
Journal of Management Studies
6, no. 5 (1998): 557–577.

21
. Bradley G. Jackson, “Re-Engineering the Sense of Self: The Manager and the Management Guru,”
Journal of Management Studies
33, no. 5 (September 1996): 571–590.

22
. Hammer and Champy,
Reengineering the Corporation: A Manifesto for Business Revolution
. See also John Micklethwait and Adrian Wooldridge,
The Witch Doctors: Making Sense of the Management Gurus
.

23
. Iain L. Mangham, “Managing as a Performing Art,”
British Journal of Management
1 (1990): 105–115.

24
. Michael Hammer and Steven Stanton,
The Reengineering Revolution: The Handbook
(London: HarperCollins, 1995), 30, 52.

25
. Michael Hammer,
Beyond Reengineering: How the Process-Centered Organization Is Changing Our Work and Our Lives
(London: HarperCollins, 1996), 321.

26
. Champy,
Reengineering Management
, 204.

27
. Ibid., 122.

28
. Willy Stern, “Did Dirty Tricks Create a Best-Seller?”
Business Week
, August 7, 1995; Micklethwait and Wooldridge,
The Witch Doctors
, 23–25; Kiechel,
The Lords of Strategy
, 24 (see chap. 30, n. 27). Timothy Clark and David Greatbatch, “Management Fashion as Image-Spectacle: The Production of Best-Selling Management Books,”
Management Communication Quarterly
17, no. 3 (February 2004): 396–424.

29
. Michael Porter, “What Is Strategy?”
Harvard Business Review
, November–December 1996, 60–78.

30
. Leigh Van Valen, “A New Evolutionary Law,”
Evolutionary Theory
I (1973): 20.

31
. Ghemawat, “Competition and Business Strategy in Historical Perspective,” 64.

32
. Chan W. Kim and Renee Mauborgne,
Blue Ocean Strategy: How to Create Uncontested Market Space
(Boston: Harvard Business School Press, 2005), 6–7.

33
. Ibid., 209–221.

34
. Chan W. Kim and Renee Mauborgne, “How Strategy Shapes Structure,”
Harvard Business Review
(September 2009), 73–80.

35
. Eric D. Beinhocker, “Strategy at the Edge of Chaos,”
McKinsey Quarterly
(Winter 1997), 25–39.

1
. James A. C. Brown,
The Social Psychology of Industry
(London: Penguin Books, 1954).

2
. Douglas McGregor.
The Human Side of Enterprise
(New York: McGraw-Hill, 1960). See also Gary Heil, Warren Bennis, and Deborah C. Stephens,
Douglas McGregor Revisited: Managing the Human Side of the Enterprise
(New York: Wiley, 2000).

3
. Cited in David Jacobs, “Book Review Essay: Douglas McGregor? The Human Side of Enterprise in Peril,”
Academy of Management Review
29, no. 2 (2004): 293–311.

4
. These are discussed below, p. 592.

5
. Karl Weick,
The Social Psychology of Organizing
(New York: McGraw Hill, 1979), 91.

6
. Tom Peters, Bob Waterman, and Julian Phillips, “Structure Is Not Organization,”
Business Horizons
, June 1980. Peters's account comes from Tom Peters, “A Brief History of the 7-S (‘McKinsey 7-S') Model,” January 2011, available at
http://www.tompeters.com/dispatches/012016.php
.

7
. Richard T. Pascale and Anthony Athos,
The Art of Japanese Management: Applications for American Executives
(New York: Simon & Schuster, 1981).

8
. Kenichi Ohmae,
The Mind of the Strategist: The Art of Japanese Business
(New York: McGraw-Hill, 1982).

9
. It was originally going to be called
The Secrets of Excellence
, but McKinsey's were worried that would sound like they were giving away the secrets of clients.

10
. Tom Peters and Robert Waterman,
In Search of Excellence: Lessons from America's Best Run Companies
(New York: HarperCollins, 1982).

11
. Tom Peters, “Tom Peters's True Confessions,”
Fast Company.com
, November 30, 2001,
http://www.fastcompany.com/magazine/53/peters.html
. On Tom Peters, see Stuart Crainer,
The Tom Peters Phenomenon: Corporate Man to Corporate Skink
(Oxford: Capstone, 1997).

12
. Peters and Waterman,
In Search of Excellence
, 29.

13
. D. Colville, Robert H. Waterman, and Karl E. Weick, “Organization and the Search for Excellence: Making Sense of the Times in Theory and Practice,”
Organization
6, no. 1 (February 1999): 129–148.

14
. Daniel Carroll, “A Disappointing Search for Excellence,”
Harvard Business Review
, November-December 1983, 78–88.

15
. “Oops. Who's Excellent Now?”
Business Week
, November 5, 1984. The book did note that of its “excellent companies most probably will not stay
buoyant forever” (pp. 109–10), and a number did actually show considerable endurance.

16
. Tom Peters,
Liberation Management: Necessary Disorganization for the Nanosecond Nineties
(New York: A. A. Knopf, 1992).

17
. Tom Peters,
Re-Imagine! Business Excellence in a Disruptive Age
(New York: DK Publishing, 2003), 203.

18
. “Guru: Tom Peters,”
The Economist
, March 5, 2009. Tom Peters with N. Austin,
A Passion for Excellence: The Leadership Difference
(London: Collins, 1985);
Thriving on Chaos: Handbook for a Management Revolution
(New York: Alfred A. Knopf, 1987).

19
. Stewart,
The Management Myth
, 234.

20
. “Peter Drucker, the Man Who Changed the World,”
Business Review Weekly
, September 15, 1997, 49.

21
. C. K. Prahalad and G. Hamel, “Strategic Intent,”
Harvard Business Review
(May–June 1989), 63–76.

22
. C. K. Prahalad and G. Hamel, “The Core Competence of the Corporation,”
Harvard Business Review
(May–June 1990), 79–91.

23
. C. K. Prahalad and G. Hamel, “Strategy as a Field of Study: Why Search for a New Paradigm?”
Strategic Management Journal
15, issue supplement S2 (Summer 1994): 5–16.

24
. Gary Hamel, “Strategy as Revolution,”
Harvard Business Review
(July–August 1996), 69.

25
. Cited in Ibid., 78.

26
. Gary Hamel,
Leading the Revolution: How to Thrive in Turbulent Times by Making Innovation a Way of Life
(Cambridge, MA: Harvard Business School Press, 2000).

27
. Mintzberg somewhat gleefully includes an embarrassing interview conducted by Hamel with Enron Chairman Kenneth Lay in
Strategy Bites Back
.

28
. Hamel was not the only author to identify Enron as the model for the future.
The Financial Times
observed on December 4, 2001: “The books of various gurus have singled out the company as paragon of good management, for LEADING THE REVOLUTION (Gary Hamel, 2000), practising CREATIVE DESTRUCTION (Richard Foster and Sarah Kaplan, 2001), devising STRATEGY THROUGH SIMPLE RULES (Kathy Eisenhardt and Donald Sull, 2001), winning the WAR FOR TALENT (Ed Michaels, 1998) and Navigating the ROAD TO THE NEXT ECONOMY (James Critin, scheduled for publication in February 2002—and now, presumably being rewritten).”

29
. Gary Hamel,
The Future of Management
(Cambridge, MA: Harvard Business School Press, 2007), 14.

30
. Ibid., 62.

31
. Gary Hamel,
What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation
(San Francisco: Jossey-Bass, 2012).

32
. Scott Adams,
The Dilbert Principle
(New York: HarperCollins, 1996), 153, 296. The strips which describe strategy are available on
http://www.dilbert.com/strips
/.

1
. Henry Mintzberg and James A. Waters, “Of Strategies, Deliberate and Emergent,”
Strategic Management Journal
6, no. 3 (July–September 1985): 257–272.

2
. Ed Catmull, “How Pixar Fosters Collective Creativity,”
Harvard Business Review
, September 2008.

3
. Henry Mintzberg, “Rebuilding Companies as Communities,”
Harvard Business Review
, July–August 2009, 140–143.

4
. Peter Senge,
The Fifth Discipline: The Art and Practice of the Learning Organization
(New York: Doubleday, 1990).

5
. Daniel Quinn Mills and Bruce Friesen, “The Learning Organization,”
European Management Journal
10, no. 2 (June 1992): 146–156.

6
. Charles Handy, “Managing the Dream,” in S. Chawla and J. Renesch, eds.,
Learning Organizations
(Portland, OR: Productivity Press, 1995), 46, cited in Michaela Driver, “The Learning Organization: Foucauldian Gloom or Utopian Sunshine?”
Human Relations
55 (2002): 33–53.

7
. Robert C. H. Chia and Robin Holt,
Strategy Without Design: The Silent Efficacy of Indirect Action
(Cambridge: Cambridge University Press, 2009), 203.

8
. Although Liddell Hart (as the prophet of the indirect approach) and Luttwak (as the celebrator of strategy as paradox) were called in aid, and both certainly argued against direct frontal approaches, neither suggested that somehow military success could be achieved by purposeless activity, seeing how the individuals in an army coped with the predicaments in which they found themselves (which without any direction would probably have been to surrender or desert). Indirect strategies in war required imaginative leadership and an ability to consider the world as it might appear to the enemy before embarking on maneuvers that could carry high risks.

9
. Chia and Holt,
Strategy Without Design
, xi.

10
. Jeffrey Pfeffer,
Managing with Power: Politics and Influence in Organizations
(Boston: Harvard Business School Press, 1992). His definition of power was “the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things they would not otherwise do,” 30.

11
. Jeffrey Pfeffer,
Power: Why Some People Have It—and Others Don't
(New York: HarperCollins, 2010), 11. The best and certainly most amusing guide to organizational politics is F. M. Cornford,
Microcosmographia Academica: Being a Guide for the Young Academic Politician
(London: Bowes & Bowes, 1908).

12
. Helen Armstrong, “The Learning Organization: Changed Means to an Unchanged End,”
Organization
7, no. 2 (2000): 355–361.

13
. John Coopey, “The Learning Organization, Power, Politics and Ideology,”
Management Learning
26, no. 2 (1995): 193–214.

14
. David Knights and Glenn Morgan, “Corporate Strategy, Organizations, and Subjectivity: A Critique,”
Organization Studies
12, no. 2 (1991): 251.

15
. Stewart Clegg, Chris Carter, and Martin Kornberger, “Get Up, I Feel Like Being a Strategy Machine,”
European Management Review
1, no. 1 (2004): 21–28.

16
. Stephen Cummings and David Wilson, eds.,
Images of Strategy
(Oxford: Blackwell, 2003), 3. Their proposal: “A good strategy, whether explicit or implicit, is one that both orients a company and animates it,” 2.

17
. Peter Franklin, “Thinking of Strategy in a Postmodern Way: Towards an Agreed Paradigm,” Parts 1 and 2,
Strategic Change
7 (September–October 1998), 313–332 and (December 1998), 437–448.

18
. Donald Hambrick and James Frederickson, “Are You Sure You Have a Strategy?”
Academy of Management Executive
15, no. 4 (November 2001): 49.

19
. John Kay,
The Hare & The Tortoise: An Informal Guide to Business Strategy
(London: The Erasmus Press, 2006), 31.

20
. “Instant Coffee as Management Theory,”
Economist
25 (January 1997): 57.

21
. Eric Abrahamson, “Management Fashion,”
Academy of Management Review
21, no. 1 (1996): 254–285.

22
. Jane Whitney Gibson and Dana V. Tesone, “Management Fads: Emergence, Evolution, and Implications for Managers,”
The Academy of Management Executive
15, no. 4 (2001): 122–133.