‘What’s Wrong with Strategy?’ Sameer Latif - 6694898
by Andrew Campbell and Marcus Alexander (1997), A
Critical Review
Assignment of International Business Strategy (MAN 3090)
Word Count: 1000
Introduction
This essay will critically review the article ‘What's Wrong with Strategy?’. Firstly, it will explore the
intricacies of strategy, debating where the article stands in relation to the theoretical approaches to
strategy. Secondly, the strengths and weaknesses will be evaluated.
How Article Fits into the Wider Debate
The article takes a rational look at why planning managers often yield disappointing results.
Companies often fail to distinguish between purpose (what an organisation exists to do) and
constraints (what an organisation must do in order to survive). The process-based strategy approach
is mentioned throughout the article, a technique that aligns the vision of a business when planning
corporate strategy. This prescriptive method allows a company to manage based on processes so
that everyone is working towards the same objectives. Whittington's Strategy Model (2000) looks at
the 4 different approaches to strategy. The article is based on the 'Processual' approach which
focuses on strategy as an emergent process that evolves over time. It emphasises the importance of
learning, bargaining, continuous improvement, and psychology. The prescriptive process is very
logical and well thought out and is seen as the best way to develop business strategy whilst making
sure that you go with the flow with everything grounded. The article signifies the importance of
clarity when setting goals and missions, increasing the chances of any strategic approach working to
its full capacity. The "Processualists," who define strategy as a process of learning and adjusting,
question the usefulness of logical long-term planning. Rather than trying to alter things, they accept
things as they are with minimal intervention. Building on the company's fundamental competencies,
the processual approach strategy places more focus on internal than external development. They
argue that businesses should adopt a short-term, prescriptive approach to strategy in order to
achieve a competitive edge through knowledge, experience, and learning—thereby making it difficult
for competitors to imitate. The Emergent Strategy theory (Mintzberg and Waters, 1985) can also be
used in relation to this article as the view suggests that strategy emerges over time, mixing intentions
with the changing reality. A business strategy outlines the specific ways in which an organisation
plans to achieve its short and long-term goals (Brooks, R, 2023). The Whittington Model can be used
to view strategy as a processual-based approach whereas Mintzberg and Waters (1985) outline the
Emergent perspective of strategy in relation to the article.
Strength
The article's explanation of the connection between purpose and strategy is its strongest point. A
successful strategy can be constructed using the abbreviation M.O.S.T. (Mission, Objective, Strategy,
Tactic). It shows that there is a predefined structure that companies may use to formulate their
strategy. In terms of purpose and what an organisation exists to do, the Stakeholder Theory can be
discussed. The Stakeholder Theory stresses the relationship between a business and its customers,
suppliers, employees, and other stakeholders. The theory argues that a firm should create value for
all stakeholders, not just shareholders. The article highlights this point and agrees that all
stakeholders should be given equal value and all must be considered in strategic decision-making.
The use of this model can help organisations' leadership teams to create strategic plans that meet
the needs of all of the people within an organisation, possibly helping to gain a competitive
advantage. Using the stakeholder model may help an organisation continually outperform its
competitors by enhancing value and producing better results for both shareholders and stakeholders.
Having a strategic plan in place can enable you to track progress toward goals. It is important that
each stakeholder in every department understands the organisation's larger strategy because their
by Andrew Campbell and Marcus Alexander (1997), A
Critical Review
Assignment of International Business Strategy (MAN 3090)
Word Count: 1000
Introduction
This essay will critically review the article ‘What's Wrong with Strategy?’. Firstly, it will explore the
intricacies of strategy, debating where the article stands in relation to the theoretical approaches to
strategy. Secondly, the strengths and weaknesses will be evaluated.
How Article Fits into the Wider Debate
The article takes a rational look at why planning managers often yield disappointing results.
Companies often fail to distinguish between purpose (what an organisation exists to do) and
constraints (what an organisation must do in order to survive). The process-based strategy approach
is mentioned throughout the article, a technique that aligns the vision of a business when planning
corporate strategy. This prescriptive method allows a company to manage based on processes so
that everyone is working towards the same objectives. Whittington's Strategy Model (2000) looks at
the 4 different approaches to strategy. The article is based on the 'Processual' approach which
focuses on strategy as an emergent process that evolves over time. It emphasises the importance of
learning, bargaining, continuous improvement, and psychology. The prescriptive process is very
logical and well thought out and is seen as the best way to develop business strategy whilst making
sure that you go with the flow with everything grounded. The article signifies the importance of
clarity when setting goals and missions, increasing the chances of any strategic approach working to
its full capacity. The "Processualists," who define strategy as a process of learning and adjusting,
question the usefulness of logical long-term planning. Rather than trying to alter things, they accept
things as they are with minimal intervention. Building on the company's fundamental competencies,
the processual approach strategy places more focus on internal than external development. They
argue that businesses should adopt a short-term, prescriptive approach to strategy in order to
achieve a competitive edge through knowledge, experience, and learning—thereby making it difficult
for competitors to imitate. The Emergent Strategy theory (Mintzberg and Waters, 1985) can also be
used in relation to this article as the view suggests that strategy emerges over time, mixing intentions
with the changing reality. A business strategy outlines the specific ways in which an organisation
plans to achieve its short and long-term goals (Brooks, R, 2023). The Whittington Model can be used
to view strategy as a processual-based approach whereas Mintzberg and Waters (1985) outline the
Emergent perspective of strategy in relation to the article.
Strength
The article's explanation of the connection between purpose and strategy is its strongest point. A
successful strategy can be constructed using the abbreviation M.O.S.T. (Mission, Objective, Strategy,
Tactic). It shows that there is a predefined structure that companies may use to formulate their
strategy. In terms of purpose and what an organisation exists to do, the Stakeholder Theory can be
discussed. The Stakeholder Theory stresses the relationship between a business and its customers,
suppliers, employees, and other stakeholders. The theory argues that a firm should create value for
all stakeholders, not just shareholders. The article highlights this point and agrees that all
stakeholders should be given equal value and all must be considered in strategic decision-making.
The use of this model can help organisations' leadership teams to create strategic plans that meet
the needs of all of the people within an organisation, possibly helping to gain a competitive
advantage. Using the stakeholder model may help an organisation continually outperform its
competitors by enhancing value and producing better results for both shareholders and stakeholders.
Having a strategic plan in place can enable you to track progress toward goals. It is important that
each stakeholder in every department understands the organisation's larger strategy because their
