ARTICLE DESCRIPTION: Organisations frequently arrive at strategies by accident, and often cannot avoid doing so. I was originally taught to regard this as a bad thing, but after seeing it happen in many organisations, and reading more widely, I have changed my mind.

MORE INFO: Strategy and Happy Accidents Organisations frequently arrive at strategies by accident, and often cannot avoid doing so. I was originally taught to regard this as a bad thing, but after seeing it happen in many organisations, and reading more widely, I have changed my mind. Most discussions of strategy concentrate on planned, structured processes for strategy development. It was often assumed in the past that strategy is hierarchical: as shown in figure 1, a corporate strategy is enacted by strategies for the different component businesses, and these in turn are reflected in functional strategies. This model is not inevitably top down – lines of influence can also flow upwards. It does however imply that different functional strategy processes can operate in relative isolation once the business strategy has been defined.

PUBLISHER: Institute of Operations Management

Page number: 24 Word count: 2500

Vol 32 - No 02 - March 2006

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