University Of South Wales USW Strategy Lenses Discussed ✓ Solved
University Of South Wales Uswstrategy Lenses As Discussed By Johnso
University of South Wales (USW) Strategy lenses, as discussed by Johnson, et al (2008), explore different, practical perspectives. There are four strategy lenses. The four lenses can be used to approach strategic problems without relying on a single perspective. A brief description of each of the four lenses are:
Strategy as design: Strategy development can be a logical process in which the forces and constraints on the organisation are weighed carefully through analytic and evaluative techniques to establish clear strategic direction. This creates conditions in which carefully planned strategy implementation should occur. The design lens usually grants top management the leadership role in strategy, with middle and lower management given supporting roles in implementation. This view is perhaps the most commonly held one about how strategy should be developed and what managing strategy is about. It is the traditional ‘textbook’ view.
Strategy as experience: Here the view is that future strategies of organisations are heavily influenced by the experience of managers and others in the organization based on their previous strategies. Strategies are driven not so much by clear-cut analysis as by the taken-for-granted assumptions and ways of doing things embedded in the culture of organisations. Insofar as different views and expectations within the organisation exist, they will be resolved not just through rational processes, as in the design lens, but through processes of bargaining and negotiation. The view is that strategy tends to build on and continue what has gone before.
Strategy as ideas: Neither of the above lenses is especially helpful in explaining innovation. Design approaches risk being too rigid and top-down; experience builds too much on the past. How then do new ideas come about? The ideas lens emphasises the importance of promoting diversity in and around organisations, which can potentially generate genuinely new ideas. Strategy is seen as not so much planned from the top as emergent from within and around organisations as people respond to an uncertain and changing environment with a variety of initiatives. New ideas will emerge, but they may have to battle for survival against other ideas and forces for conformity to past strategies.
Strategy as discourse: This lens sees strategy in terms of language. Managers spend most of their time communicating. Therefore, command of strategy language becomes a resource for managers to shape ‘objective’ strategic analyses to their personal views and to gain influence, power, and legitimacy. Approaching strategy as discourse makes managers very attentive to the language in which they frame strategic problems, make strategy proposals, debate issues, and communicate strategic decisions. The language of strategy and its underlying concepts can shape the strategic agenda in terms of what is discussed and how. Strategy ‘talk’ matters.
Sample Paper For Above instruction
The concept of strategic management has evolved to incorporate multiple perspectives, offering a richer and more nuanced understanding of how organizations formulate and implement strategies. Johnson, Scholes, and Whittington (2008) identify four lenses through which strategy can be viewed: design, experience, ideas, and discourse. Each lens provides a unique approach, emphasizing different aspects of strategy and influencing decision-making processes within organizations.
Strategy as Design
The design lens views strategy formulation as a rational, analytical process. It assumes that strategic actions are the result of careful planning, weighing external forces, internal capabilities, and constraints to establish clear objectives. This approach aligns with traditional management theories, positioning top management as the primary decision-makers who direct strategy development. Analytical techniques such as SWOT analysis, PESTEL analysis, and other evaluation tools are central to this perspective (Mintzberg, 1994). The design lens advocates for a structured process where strategy is deliberate, well-planned, and systematically implemented.
Strategy as Experience
The experience perspective emphasizes the importance of managerial and organizational history in shaping strategy. It suggests that strategies are often incremental, built upon past experiences and routines. Managers’ tacit knowledge, organizational culture, and collective actions influence strategic direction more than formal analysis (Pettigrew, 1985). This perspective recognizes that strategy development is a social process involving negotiation and bargaining among stakeholders, leading to a strategy that reflects organizational norms and shared assumptions. It underscores the importance of accumulated experience in guiding strategic choices.
Strategy as Ideas
The ideas lens highlights the role of innovation, diversity, and emergent strategies. It criticizes the rigidity of the design approach and the backward-looking nature of the experience lens. Instead, it advocates fostering a culture that encourages creativity and spontaneous initiatives, which can lead to innovative strategies that are responsive to environmental uncertainties (Martin, 2009). In this view, strategy emerges from a variety of initiatives and ideas, competing and often supplementing each other. This perspective is aligned with emergent strategy theory, emphasizing adaptability and flexibility in strategic processes (Mintzberg et al., 1998).
Strategy as Discourse
The discourse lens considers strategy as a language-based activity. It asserts that the way strategy is communicated and framed influences organizational behaviour and decision-making. Managers' use of strategic language can legitimize certain ideas while marginalizing others, shaping perceptions, power dynamics, and organizational legitimacy (Grey, 1994). This perspective emphasizes the importance of narrative, symbolism, and rhetoric in constructing strategic identities and agendas. It suggests that understanding and mastering strategic discourse is crucial for effective leadership and change management.
Integrating the Lenses
While each lens offers valuable insights, relying on a single perspective can be limiting. An integrated approach that considers the analytical rigor of design, the experiential knowledge of managers, the creative potential of ideas, and the communicative power of discourse provides a comprehensive framework for understanding and practicing strategy (Johnson et al., 2008). Such a multi-faceted view enables organizations to navigate complex environments, foster innovation, and build strategic coherence.
Conclusion
Johnson, Scholes, and Whittington’s (2008) strategy lenses are vital tools for managers seeking to adopt a holistic view of strategic management. Recognizing the strengths and limitations of each lens allows for a balanced approach that incorporates analysis, experience, innovation, and communication. In an increasingly dynamic business environment, flexible and multi-dimensional strategic thinking is essential for sustainable competitive advantage.
References
- Grey, C. (1994). Strategy discourse, power, and corporate culture. Business Strategy Review, 5(2), 17-27.
- Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy. 8th Edition. Pearson Education.
- Martin, R. (2009). The design of business: Why design thinking is the next competitive advantage. Harvard Business Press.
- Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Harvard Business Review, 72(1), 107-114.
- Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari. Free Press.
- Pettigrew, A. M. (1985). The awakening giant: Continuity and change in Imperial Chemical Industries. Blackwell.
Note: The references include foundational literature supporting the strategic lenses discussed.
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