1. CRAFTING STRATEGY Image of strategy: –Rational control, –Systematic analysis, –Clear strategies, –>>> a “planning” Image > not necessarily accurate Crafting Strategy:>>> better captures the process of strategy development, and how strategies get made

2. Both plans for the future and patterns from the past - a plan need not produce a pattern a pattern need not result from a plan Need not be deliberate – they can also emerge - strategies can be formed as well as formulated - sometimes we end up with “unrealized strategies” > need to distinguish between formulation and implementation - “Hands” and “Minds” should not be separated - Actions may converge to form EMERGENT Strategies - Purely deliberate strategies neglect learning - Purely emergent strategies neglect control -- no organization operates at these extremities

3. EFFECTIVE STRATEGIES DEVELOP IN ALL KINDS OF STRANGE WAYS -- often through the most unexpected means -- may even stumble into a strategy Grass-roots Strategy Making; -- Strategies may be deliberately emergent > Umbrella Strategy > Process Strategies

4. SOMETIMES STRATEGIC ORIENTATIONS HAPPEN IN BRIEF, QUANTUM LEAPS >>>>Quantum Leaps OR >>>>Cycles of Change TO MANAGE STRATEGY IS TO CRAFT THOUGHT AND ACTION, CONTROL AND LEARNING, STABILITY AND CHANGE -- Manage Stability -- Detect Discontinuity -- Know the Business -- Manage Patterns -- Reconcile Change and Continuity

5. WHAT THE HELL IS “MARKET ORIENTED?” Information on all important buying influences permeates all corporate functions Strategic and tactical decisions are made interfunctionally and interdivisionally Divisions and functions make well-coordinated decisions and execute them with a sense of commitment.