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Strategy Safari: A Guided Tour Through The Wilds of Strategic Management
Strategy Safari , the international bestseller on business strategy by leading management thinker Henry Mintzberg and his colleagues Bruce Ahlstrand and Joseph Lampel, is widely considered a classic work in the field.
No other book synthesizes the entire history and evolution of strategic management in so lively and entertaining a fashion. Since the initial publication of Strategy Safari , managers, consultants, and academics all over the world have found this book an indispensable and delightful tool—it has been translated into more than ten languages, including Chinese, Russian, and French, and has been used in top MBA programs worldwide.
Strategy Safari makes sense of a field that often seems to make no sense. Mintzberg, Ahlstrand, and Lampel pair their sweeping vision of strategy making with an authoritative catalog in which they identify ten schools of strategy that have emerged over the past four decades.
Why struggle through the vast, confusing terrain of strategy formation? With clarity and depth, Strategy Safari maps the strategic landscape and facilitates intelligent, informed strategy formation.
No other book synthesizes the entire history and evolution of strategic management in so lively and entertaining a fashion. Since the initial publication of Strategy Safari , managers, consultants, and academics all over the world have found this book an indispensable and delightful tool—it has been translated into more than ten languages, including Chinese, Russian, and French, and has been used in top MBA programs worldwide.
Strategy Safari makes sense of a field that often seems to make no sense. Mintzberg, Ahlstrand, and Lampel pair their sweeping vision of strategy making with an authoritative catalog in which they identify ten schools of strategy that have emerged over the past four decades.
Why struggle through the vast, confusing terrain of strategy formation? With clarity and depth, Strategy Safari maps the strategic landscape and facilitates intelligent, informed strategy formation.
416 pages, Paperback
First published January 1, 1998
208 people are currently reading
2849 people want to read
About the author
Henry Mintzberg
62 books209 followersProfessor Henry Mintzberg, OC , OQ , Ph.D. , D.h.c. , FRSC (born September 2, 1939) is an internationally renowned academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, Canada, where he has been teaching since 1968, after earning his Master's degree in Management and Ph.D. from the MIT Sloan School of Management in 1965 and 1968 respectively.
Henry Mintzberg writes prolifically on the topics of management and business strategy, with more than 140 articles and thirteen books to his name. His seminal book, The Rise and Fall of Strategic Planning, criticizes some of the practices of strategic planning today and is considered required reading for anyone who seriously wants to consider taking on a strategy-making role within their organization.
He recently published a book entitled Managers Not MBAs Managers Not MBAswhich outlines what he believes to be wrong with management education today and, rather controversially, singles out prestigious graduate management schools like Harvard Business School and the Wharton Business School at the University of Pennsylvania as examples of how obsession with numbers and an over-zealous attempt at making management into a science actually can damage the discipline of management. He also suggests that a new masters program, targeted at practicing managers (as opposed to younger students with little real world experience), and emphasizing practical issues, may be more suitable.
Ironically, although Professor Mintzberg is quite critical about the strategy consulting business, he has twice won the McKinsey Award for publishing the best article in the Harvard Business Review.
In 1997 he was made an Officer of the Order of Canada. In 1998 he was made an Officer of the National Order of Quebec. He is now a member of the Strategic Management Society.
Henry Mintzberg writes prolifically on the topics of management and business strategy, with more than 140 articles and thirteen books to his name. His seminal book, The Rise and Fall of Strategic Planning, criticizes some of the practices of strategic planning today and is considered required reading for anyone who seriously wants to consider taking on a strategy-making role within their organization.
He recently published a book entitled Managers Not MBAs Managers Not MBAswhich outlines what he believes to be wrong with management education today and, rather controversially, singles out prestigious graduate management schools like Harvard Business School and the Wharton Business School at the University of Pennsylvania as examples of how obsession with numbers and an over-zealous attempt at making management into a science actually can damage the discipline of management. He also suggests that a new masters program, targeted at practicing managers (as opposed to younger students with little real world experience), and emphasizing practical issues, may be more suitable.
Ironically, although Professor Mintzberg is quite critical about the strategy consulting business, he has twice won the McKinsey Award for publishing the best article in the Harvard Business Review.
In 1997 he was made an Officer of the Order of Canada. In 1998 he was made an Officer of the National Order of Quebec. He is now a member of the Strategic Management Society.
Ratings & Reviews
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Displaying 1 - 30 of 71 reviews
September 23, 2014
I had expected this book to be more concrete, a sort of strategy cook book. What I got was a short history of the different strategical schools, their development and their short-comings. Certainly useful in order to develop a holistic view, but not so helpful in regards to exactly how to create an implement a strategy. This book has certainly given me a lot to think about. Since some of the material was new and since strategic theory in itself is fairly new to me, it needs time to sink in. The authors did a good job though, in trying to present desperately dry material in a more juicy and relatable way.
May 5, 2010
A very well-developed book, based on the review of tons of material. The authors mentioned they may be somewhat biased to certain schools of thought on strategy. It shows, but the coverage of the different approaches and theories and the schools they've grouped them into is generally well-rounded. The coverage of each school share a similar breakdown, including how the theories developed and by whom, examples of studies, key premises, and good and bad points of each school. They also compare and discussion general aspects of strategy and how the different schools compare. Gets a bit heavy for someone not deeply into strategy formation, but is mostly easy to read and even funny in parts.
Want to read
April 26, 2019 کتاب جنگل استراتژی
کتاب جنگل استراتژی در سال ۱۹۹۸ منتشر شده است. از جامعیت کتاب، همین بس که اکنون پس از دو دهه، هنوز جایگاه خود را نهتنها به عنوان یک کتاب کلاسیک، بلکه در جایگاه یک کتاب عمیق آموزنده و کاربردی حفظ کرده و خواندن آن، هرگز حس قدیمی بودن یا کهنهشدن را به خواننده القا نمیکند.
مینتزبرگ و همکارانش، چنانکه در فصل اول کتاب میگویند، حدود ۲۰۰۰ منبع مختلف را مرور کردهاند و کوشیدهاند دیدگاههای مختلف در زمینهی استراتژی را طبقهبندی کنند.
آنها در نهایت به این نتیجه رسیدهاند که استراتژی در ذهن و زبان نویسندگان، متفکران و مدیران، با ده معنای مختلف به کار میرود. در کتاب جنگل استراتژی، هر یک از این دیدگاهها با عنوان یک مکتب (School) در استراتژی معرفی شدهاند.
رابطهی مکاتب استراتژی با یکدیگر چگونه است؟
رابطهی مکتبهای مختلف استراتژی، یکی از مهمترین نکاتی است که مینتزگ به آن توجه دارد: «مکاتب استراتژی یکدیگر را نقض نمیکنند؛ بلکه هر یک از زاویهی متفاوتی به استراتژی نگاه میکنند.»
.......
یکی از ویژگیهای دانش استراتژی، وجود دیدگاههای متنوع و اختلافنظرهای فراوان در میان استراتژیستهاست.
دانشمندان و متخصصان استراتژی، هر یک تعریفی متفاوت از استراتژی ارائه میکنند و آن را به شکل مطلوب خود در گفتهها و نوشتههایشان بهکار میبرند.
اختلافها صرفاً در حد معنای یک واژه نیست؛ بلکه در مرحلهی اجرا و پیادهسازی استراتژی نیز، مدیران و صاحبنظران، فرایندها و مسیرهای بسیار متفاوتی را بهکار میگیرند.
اگر با این تنوع آشنا نباشید و آن را به رسمیت نشناسید، به سرعت در دنیای پیچیده و درهم استراتژی، گیج و سردرگم میشوید و گرفتار بازیِ درست و نادرست در استراتژی خواهید شد: اینکه چه کسی استراتژی را درست فهمیده و چه کسی درک درستی از آن ندارد.
کتاب جنگل استراتژی هنری مینتزبرگ میکوشد تنوع مکاتب استراتژی را به خوانندهی خود یادآوری کند.
چگونه میتوانیم ظرفیت خود را برای درکِ این فضای گسترده، توسعه دهیم؟
چه کار کنیم که استراتژی را از فاصلهای بالاتر و با یک دید کلان ببینیم و بتوانیم بدون گرفتار شدن در دام اختلافنظرها، دستاوردهای متنوع صاحبنظران را در زندگی و کسب و کار خود بهکار بگیریم؟
یکی از راهکارها، مطالعه و مرور کتاب جنگل استراتژی است.
هنری مینتزبرگ و همکارانش، کتاب جنگل استراتژی (Strategy Safari) را با این هدف نوشتهاند که گستردگی و تنوع دیدگاهها را به مخاطبان خود گوشزد کرده و آنها را برای ورود به این سرزمین پهناور آماده کنند.
......
گزیده
مینتزبرگ در ابتدای کتاب خود به حکایت فیل در تاریکی اشاره میکند و توضیح میدهد که رابطهی مکاتب مختلف استراتژی با دانش استراتژی نیز از جنس رابطهی همان انسانها با فیل است.
ما همان انسانها در اتاق تاریک هستیم و استراتژی، فیلِ داستان است.
چون هیچکس چشمی ندارد که بتواند تمام هیکل فیل را یکجا ببینید، هر کس دستش به قسمتی از بدن فیل میرسد و دربارهی آن حرف میزند.
قطعاً اگر قطعات جداشدهی یک فیل را به یکدیگر بچسبانیم، به یک فیل [زنده] نمیرسیم. فیل چیزی بیش از این است.
اما به هر حال برای درک کلیت یک موجود، از شناخت تک تک اجزاء آن بینیاز نمیشویم.
شاید فیل، در یک خرطوم خلاصه نشود؛ اما بیتردید، فیل خرطوم دارد و دشوار است که فیلها را بدون توجه به خرطوم آنها درک کنیم.
ما هم در این کتاب، نمیتوانیم فیلِ استراتژی را به شما نشان بدهیم. اما شاید راه یافتن آن را پیش پایتان قرار دهیم.
......
بعضی آدمها، بازدید از باغوحش را دقیقاً از تابلوی «ورود» شروع میکنند و به سرعت از کنار قفسها، یکی پس از دیگری، عبور میکنند تا به تابلوی «خروج» برسند.
اما آدمهای خوبتر مستقیماً به سراغ حیوانی که دوست دارند میروند و کنار او میمانند.
نقل از سایت متمم استاد شعبانعلی
کتاب جنگل استراتژی در سال ۱۹۹۸ منتشر شده است. از جامعیت کتاب، همین بس که اکنون پس از دو دهه، هنوز جایگاه خود را نهتنها به عنوان یک کتاب کلاسیک، بلکه در جایگاه یک کتاب عمیق آموزنده و کاربردی حفظ کرده و خواندن آن، هرگز حس قدیمی بودن یا کهنهشدن را به خواننده القا نمیکند.
مینتزبرگ و همکارانش، چنانکه در فصل اول کتاب میگویند، حدود ۲۰۰۰ منبع مختلف را مرور کردهاند و کوشیدهاند دیدگاههای مختلف در زمینهی استراتژی را طبقهبندی کنند.
آنها در نهایت به این نتیجه رسیدهاند که استراتژی در ذهن و زبان نویسندگان، متفکران و مدیران، با ده معنای مختلف به کار میرود. در کتاب جنگل استراتژی، هر یک از این دیدگاهها با عنوان یک مکتب (School) در استراتژی معرفی شدهاند.
رابطهی مکاتب استراتژی با یکدیگر چگونه است؟
رابطهی مکتبهای مختلف استراتژی، یکی از مهمترین نکاتی است که مینتزگ به آن توجه دارد: «مکاتب استراتژی یکدیگر را نقض نمیکنند؛ بلکه هر یک از زاویهی متفاوتی به استراتژی نگاه میکنند.»
.......
یکی از ویژگیهای دانش استراتژی، وجود دیدگاههای متنوع و اختلافنظرهای فراوان در میان استراتژیستهاست.
دانشمندان و متخصصان استراتژی، هر یک تعریفی متفاوت از استراتژی ارائه میکنند و آن را به شکل مطلوب خود در گفتهها و نوشتههایشان بهکار میبرند.
اختلافها صرفاً در حد معنای یک واژه نیست؛ بلکه در مرحلهی اجرا و پیادهسازی استراتژی نیز، مدیران و صاحبنظران، فرایندها و مسیرهای بسیار متفاوتی را بهکار میگیرند.
اگر با این تنوع آشنا نباشید و آن را به رسمیت نشناسید، به سرعت در دنیای پیچیده و درهم استراتژی، گیج و سردرگم میشوید و گرفتار بازیِ درست و نادرست در استراتژی خواهید شد: اینکه چه کسی استراتژی را درست فهمیده و چه کسی درک درستی از آن ندارد.
کتاب جنگل استراتژی هنری مینتزبرگ میکوشد تنوع مکاتب استراتژی را به خوانندهی خود یادآوری کند.
چگونه میتوانیم ظرفیت خود را برای درکِ این فضای گسترده، توسعه دهیم؟
چه کار کنیم که استراتژی را از فاصلهای بالاتر و با یک دید کلان ببینیم و بتوانیم بدون گرفتار شدن در دام اختلافنظرها، دستاوردهای متنوع صاحبنظران را در زندگی و کسب و کار خود بهکار بگیریم؟
یکی از راهکارها، مطالعه و مرور کتاب جنگل استراتژی است.
هنری مینتزبرگ و همکارانش، کتاب جنگل استراتژی (Strategy Safari) را با این هدف نوشتهاند که گستردگی و تنوع دیدگاهها را به مخاطبان خود گوشزد کرده و آنها را برای ورود به این سرزمین پهناور آماده کنند.
......
گزیده
مینتزبرگ در ابتدای کتاب خود به حکایت فیل در تاریکی اشاره میکند و توضیح میدهد که رابطهی مکاتب مختلف استراتژی با دانش استراتژی نیز از جنس رابطهی همان انسانها با فیل است.
ما همان انسانها در اتاق تاریک هستیم و استراتژی، فیلِ داستان است.
چون هیچکس چشمی ندارد که بتواند تمام هیکل فیل را یکجا ببینید، هر کس دستش به قسمتی از بدن فیل میرسد و دربارهی آن حرف میزند.
قطعاً اگر قطعات جداشدهی یک فیل را به یکدیگر بچسبانیم، به یک فیل [زنده] نمیرسیم. فیل چیزی بیش از این است.
اما به هر حال برای درک کلیت یک موجود، از شناخت تک تک اجزاء آن بینیاز نمیشویم.
شاید فیل، در یک خرطوم خلاصه نشود؛ اما بیتردید، فیل خرطوم دارد و دشوار است که فیلها را بدون توجه به خرطوم آنها درک کنیم.
ما هم در این کتاب، نمیتوانیم فیلِ استراتژی را به شما نشان بدهیم. اما شاید راه یافتن آن را پیش پایتان قرار دهیم.
......
بعضی آدمها، بازدید از باغوحش را دقیقاً از تابلوی «ورود» شروع میکنند و به سرعت از کنار قفسها، یکی پس از دیگری، عبور میکنند تا به تابلوی «خروج» برسند.
اما آدمهای خوبتر مستقیماً به سراغ حیوانی که دوست دارند میروند و کنار او میمانند.
نقل از سایت متمم استاد شعبانعلی
June 27, 2014
Outstanding, I'm putting this up there with "the lords of strategy" as one of the more useful surveys of the field (not that there are many), it brings order to chaos, but as the authors note, is appropriately cautious about the allure of false simplicity.
The writing style is fresh and clear, even for a subject which is both dense and ethereal at the same time.
The authors definitely have their preferences among the ten "schools" of strategic management, as evidenced by disproportionate attention in the critiques section of each school's chapter. That said, they are fairly transparent about the preferences and a careful reader can weight accordingly and still benefit greatly from the treatment.
There are no easy roads to how to actually create strategies - these schools describe approaches, styles and philosophies for the process of strategic management, but are very often silent on strategic "construction". The authors readily note and comment sagely on this. If strategy is art, these are styles of painting and different media with which to play.
The writing style is fresh and clear, even for a subject which is both dense and ethereal at the same time.
The authors definitely have their preferences among the ten "schools" of strategic management, as evidenced by disproportionate attention in the critiques section of each school's chapter. That said, they are fairly transparent about the preferences and a careful reader can weight accordingly and still benefit greatly from the treatment.
There are no easy roads to how to actually create strategies - these schools describe approaches, styles and philosophies for the process of strategic management, but are very often silent on strategic "construction". The authors readily note and comment sagely on this. If strategy is art, these are styles of painting and different media with which to play.
November 12, 2014
من الكتب الإستراتيجية الصعبة، والتي تتحدث عن المدارس الاستراتيجية المختلفة
وبالنسبة له، وصل لعدد ١٠ مدارس
يقوم بشرحها كل واحدة منها في فصل مختلف ويشرح إيجابياتها وسلبياتها
وهو كتاب مشابه لكتاب
What is strategy and does it matter?
لكنه يعرض عدد أكبر من المدارس بسبب اختياره معايير مختلفة في تسمية المدارس
من الكتب الصعبة والتي تعد كمرجع، والمناسب فيها هو قراءة الفصول الأولى، ثم قراءة المدارس الاستراتيجية التي تحب أن تستزيد فيها
وبالنسبة له، وصل لعدد ١٠ مدارس
يقوم بشرحها كل واحدة منها في فصل مختلف ويشرح إيجابياتها وسلبياتها
وهو كتاب مشابه لكتاب
What is strategy and does it matter?
لكنه يعرض عدد أكبر من المدارس بسبب اختياره معايير مختلفة في تسمية المدارس
من الكتب الصعبة والتي تعد كمرجع، والمناسب فيها هو قراءة الفصول الأولى، ثم قراءة المدارس الاستراتيجية التي تحب أن تستزيد فيها
April 1, 2024
Yksi kiehtovimmista ja yleissivistävimmistä lukemistani strategiakirjoista - tästä saa erinomaisen yleiskuvan erilaisten strategiatyöhön liittyvien koulukuntien keskeisistä piirteistä, vahvuuksista ja heikkouksista. Toisaalta tämä oli niin informatiivinen ja teoriapainotteinen, että se oli myös yksi raskaimmista lukemistani (tähän lopulta menikin yli kaksi vuotta...). Ei vaikealukuinen, vain työläs - lukiessa tuntui, että oikein mitään osuutta ei voinut sivuuttaa kevyesti silmäillen (niin kuin oppikirjoissa yleensä) ja koko ajan teki mieli tehdä muistiinpanoja (vaikkei tätä kukaan minulta tenti). Käytännön havainnollistavia esimerkkejä olisin kaivannut enemmän.
November 27, 2020
An excellent survey of the literature and theory behind business strategy. An excellent guide to the concept of strategy in its various forms that describes each school's positives and negatives.
It made me realise that what many consider "strategy" fall into particular schools of thought, and discounts other less popular but equally valid strategy behaviours and concepts.
This book has provided me with both the language and tools to discuss strategy in its numerous guises, while remaining aware of the gaps of each school that remain.
It made me realise that what many consider "strategy" fall into particular schools of thought, and discounts other less popular but equally valid strategy behaviours and concepts.
This book has provided me with both the language and tools to discuss strategy in its numerous guises, while remaining aware of the gaps of each school that remain.
April 6, 2021
I finally gave up on reading this book halfway through after a very long time and I wish I did it sooner. I found it dull and boring and also overly complicated. It isn't a bad book necessarily but it just didn't fit with me.
February 28, 2019
I read this book as part of an assignment I was given this year in college, and at first I thought it was going to be a bit of hassle because I was forced into reading a hundred of pages in less than a week and write a synthesis about them and much to my surprise it was the contrary and I’ve found myself devouring the book. It describes the overarching field of strategic management and defines each school an synthesizes the advantages and the limits of each position.
The best thing about it of course would be the lack of technical and academic definitions that might complicate the texts, also the use of cartoons and funny quotes that loosened the style a little, so it wasn’t a boring read at all.
I would like to note though that if you’re looking for concrete answers and an enumeration of steps of the formulation of a perfect strategy, well there s no need to read this book, because it is not that explicit. The authors believe that each company should make strategies based on their situation, therefore no strategy is the perfect strategy, none of the schools mentioned in the book provides the perfect model, in fact the authors believe that each organization should make one that fits its very distinctive competences, objectives and values.
It was all in all a a very informative read..
The best thing about it of course would be the lack of technical and academic definitions that might complicate the texts, also the use of cartoons and funny quotes that loosened the style a little, so it wasn’t a boring read at all.
I would like to note though that if you’re looking for concrete answers and an enumeration of steps of the formulation of a perfect strategy, well there s no need to read this book, because it is not that explicit. The authors believe that each company should make strategies based on their situation, therefore no strategy is the perfect strategy, none of the schools mentioned in the book provides the perfect model, in fact the authors believe that each organization should make one that fits its very distinctive competences, objectives and values.
It was all in all a a very informative read..
September 27, 2014
Needed an editor. Lots of historical perspective, few true nuggets of wisdom with which to put into practice.
November 28, 2018
Хороший обзор разных школ стратегии. Взгляд сверху, помогает понять сильные и слабые стороны разных подходов
June 21, 2022
(The English review is placed beneath the Russian one)
Одна из самых сложных книг по менеджменту. Именно из-за этого я прочитал её только спустя несколько лет после покупки. Да и то сделал это с большой неохотой, читая книгу довольно медленно. Собственно, это главная моя претензия к этой книге. Кстати, когда я первый раз решил прочитать эту книгу, то прочёл чуть меньше половины и оценил книгу в средний бал (не плохо, но и не хорошо) и поставил на полку. Тем не менее, я не решил избавляться от книги, т.к. думал, что возможно вернусь к ней в будущем. Вот и вернулся и прочитал её полностью. Не могу сказать, что я получил какие-то новые знания. Более того, конечная оценка лишь немного изменилась. Да, книгу я могу теперь советовать в качестве стоящей литературы по менеджменту. Но только по одной причине: авторы пишут о том, чего не найти в других книгах по менеджменту, включая классические университетские учебники. Вот только чтобы поверхностно ознакомится со всеми школами менеджмента, эту книгу и стоит читать. Возможно, кто-то даже поймёт всю книгу, ибо я не могу сказать, что я понял всё, о чём написали авторы. Всё же текст получился у авторов слишком витиеватый. Зачем нужно было так писать, зачем авторы всё так усложнили, я не знаю. Могу лишь предположить, что таким образом они хотели подчеркнуть серьёзность всей работы, т.е. что эта книга ничуть не хуже университетских учебников, что это СЕРЬЁЗНАЯ работа по менеджменту.
Нужно сказать, что если убрать весь сложный текст и оставить лишь понятные и основные идеи, то книга будет больше похожа на книги Друкера, чем на популярные книги по менеджменту типа «Radical Candor: Be a Kickass Boss Without Losing Your Humanity» или «The Five Dysfunctions of a Team: A Leadership Fable». Да, книга чисто теоретическая, но учитывая заявленную тему, превратить её в практический инструмент было просто невозможно. Да и незачем это делать. Можно даже сказать, что книга чем-то напоминает книгу по философии, ибо авторы дают основные направления того, как можно посмотреть на менеджмент, на управления компанией с точки зрения её руководителя. Ведь у каждого руководителя есть образ того, как живёт компания как единый организм. И именно благодаря этому пониманию руководитель и принимает стратегические и тактические решения. К примеру, понимание того, что при попытке провести кардинальные изменения, руководитель может столкнуться с бунтом подчинённых, что может заставить руководителя отказаться от каких-либо изменений, реформ. Или представления руководителя о главных силах, влияющих на деятельность компании. На что в первую очередь стоит обратить внимание и сосредоточить усилия: на внешние силы или на внутренние? Да и вопрос «Роль личности в истории», так же актуален для корпорации. Взять ту же компанию Microsoft. Она стала такой могущественной компанией благодаря Биллу Гейтсу или благодаря обстоятельствам? Компания Apple выпустила свой революционный продукт iPod, а потом iPhone, благодаря присутствию Стива Джобса или она бы выпустила его независимо от присутствия Джобса в компании? На самом деле это очень интересные вопросы, ибо ответ на них даёт основания к применению практики «золотых парашютов» для руководства. Кстати, в книге поднимается актуальность теории Майкла Портера с его 4 главными конкурентными силами.
В общем, мы имеем 10 направлений школ менеджмента, которые и рассматриваются в книге. В книге даётся описание этих школ, их роль в жизни корпораций. В заключение же каждой главы приводится критика этих школ менеджмента. В общем, привычный формат нехудожественной литературы. Что-то подобное можно найти и в психологии, когда делается обзор всех направлений или ответвлений психологии (психоанализ, когнитивная психология, социальная психология, бихевиоризм и пр.), за одним исключением. Авторы написали очень мутную и сложно понимаемую книгу. А это значит, что для полного понимания этой темы придётся обратиться к более простой и понятной книге, которой возможно и не существует вовсе. Именно поэтому или даже, только поэтому, я и рекомендую книгу. Если бы уже была бы написана более удачная книга, в которой давалось объяснение всех этих 10 школ менеджмента и плюс с приводимой актуальной информацией на данный момент, т.е. с данными хотя бы за 2010 год, то тогда бы я не стал рекомендовать эту книгу. А возможно и сам бы не стал читать её. И да, все ссылки, что даются в этой книге относятся к книгам выпущенными где-то за 1960-1980 гг. Вполне возможно, что менеджмент с тех пор мало изменился и все перечисленные 10 школ менеджмента остаются актуальными и не сильно изменившимися. Но! Я в этом не уверен. Важно: речь идёт не о технологических изменениях, а об изменении в философии менеджмента, во взгляде на компанию, на конкурентов, на окружающую среду, на сотрудников.
This is one of the most difficult books on management. That's why I didn't read it until several years after I bought it. And I did it with great reluctance, reading the book quite slowly. This is my main complaint about this book. By the way, when I first decided to read this book, I read a little less than half of it and rated the book as average (not bad, but also not good) and put it on the shelf. However, I didn't decide to get rid of the book as I thought I might come back to it in the future. So I went back and read it completely. I can't say that I gained any new knowledge. Moreover, the final rating has changed only a little. Yes, I can now recommend the book as worthwhile management literature. But only for one reason: the authors write about things that cannot be found in other management books, including classic university textbooks. It is worth reading this book just to get a glimpse of all the schools of management. Perhaps someone will even understand the whole book because I can't say that I understood everything the authors wrote about. The text was too complicated, after all. Why was it necessary to write so, why did the authors make everything so complicated, I do not know. I can only assume that in this way they wanted to emphasize the seriousness of the whole work, i.e., that this book is not less than university textbooks, that it is a SERIOUS work on management.
It must be said that if you remove all the complicated text and leave only clear and basic ideas, the book will be more like Drucker's books than popular management books like "Radical Candor: Be a Kickass Boss Without Losing Your Humanity" or "The Five Dysfunctions of a Team: A Leadership Fable. Yes, the book is purely theoretical, but given the stated theme, it was simply impossible to turn it into a practical tool. And there is no reason to do so. You could even say that the book somewhat resembles a book on philosophy because the authors give the main directions of how one can look at management, at company management from the point of view of its manager. After all, every manager has an image of how the company lives like a single organism. And it is thanks to this understanding that the manager makes strategic and tactical decisions. For example, the understanding that in an attempt to make radical changes, the manager may face a revolt of subordinates, which may force the manager to abandon any changes, reforms. Or the manager's ideas about the main forces influencing the company's activities. What is the first thing to pay attention to and focus on: external forces or internal ones? And the question "The role of the individual in history," is also relevant to the corporation. Take Microsoft, for example. Did it become such a powerful company because of Bill Gates or because of circumstances? Did Apple release its revolutionary product, the iPod and then the iPhone, because of the presence of Steve Jobs, or would it have released it regardless of Jobs' presence in the company? In fact, these are very interesting questions because the answer to them provides the basis for the practice of "golden parachutes". By the way, the book raises the relevance of Michael Porter's theory with his 4 main competitive forces.
In general, we have 10 schools of management, which are discussed in this book. The book describes these schools and their role in the life of corporations. Each chapter concludes with a critique of these schools of management. All in all, the usual format of nonfiction. Something similar can be found in psychology, when a review is made of all branches of psychology (psychoanalysis, cognitive psychology, social psychology, behaviorism, etc.), with one exception. The authors have written a very murky and difficult-to-understand book. And this means that to fully understand this topic one will have to turn to a simpler and clearer book, which probably does not exist at all. That is why, or even just why, I recommend the book. If a better book had already been written, which would have explained all these 10 schools of management and plus given current information at the moment, i.e., with data for at least 2010, then I would not have recommended this book. And perhaps I would not have read it myself. And yes, all the references in this book are to books published sometime between 1960 and 1980. It is quite possible that management has not changed much since then and that all of the 10 schools of management listed are still applicable and have not changed much. But I am not so sure about this. It is important: we are not talking about technological changes, but about changes in management philosophy, in the view of the company, of competitors, of the environment, of employees.
Одна из самых сложных книг по менеджменту. Именно из-за этого я прочитал её только спустя несколько лет после покупки. Да и то сделал это с большой неохотой, читая книгу довольно медленно. Собственно, это главная моя претензия к этой книге. Кстати, когда я первый раз решил прочитать эту книгу, то прочёл чуть меньше половины и оценил книгу в средний бал (не плохо, но и не хорошо) и поставил на полку. Тем не менее, я не решил избавляться от книги, т.к. думал, что возможно вернусь к ней в будущем. Вот и вернулся и прочитал её полностью. Не могу сказать, что я получил какие-то новые знания. Более того, конечная оценка лишь немного изменилась. Да, книгу я могу теперь советовать в качестве стоящей литературы по менеджменту. Но только по одной причине: авторы пишут о том, чего не найти в других книгах по менеджменту, включая классические университетские учебники. Вот только чтобы поверхностно ознакомится со всеми школами менеджмента, эту книгу и стоит читать. Возможно, кто-то даже поймёт всю книгу, ибо я не могу сказать, что я понял всё, о чём написали авторы. Всё же текст получился у авторов слишком витиеватый. Зачем нужно было так писать, зачем авторы всё так усложнили, я не знаю. Могу лишь предположить, что таким образом они хотели подчеркнуть серьёзность всей работы, т.е. что эта книга ничуть не хуже университетских учебников, что это СЕРЬЁЗНАЯ работа по менеджменту.
Нужно сказать, что если убрать весь сложный текст и оставить лишь понятные и основные идеи, то книга будет больше похожа на книги Друкера, чем на популярные книги по менеджменту типа «Radical Candor: Be a Kickass Boss Without Losing Your Humanity» или «The Five Dysfunctions of a Team: A Leadership Fable». Да, книга чисто теоретическая, но учитывая заявленную тему, превратить её в практический инструмент было просто невозможно. Да и незачем это делать. Можно даже сказать, что книга чем-то напоминает книгу по философии, ибо авторы дают основные направления того, как можно посмотреть на менеджмент, на управления компанией с точки зрения её руководителя. Ведь у каждого руководителя есть образ того, как живёт компания как единый организм. И именно благодаря этому пониманию руководитель и принимает стратегические и тактические решения. К примеру, понимание того, что при попытке провести кардинальные изменения, руководитель может столкнуться с бунтом подчинённых, что может заставить руководителя отказаться от каких-либо изменений, реформ. Или представления руководителя о главных силах, влияющих на деятельность компании. На что в первую очередь стоит обратить внимание и сосредоточить усилия: на внешние силы или на внутренние? Да и вопрос «Роль личности в истории», так же актуален для корпорации. Взять ту же компанию Microsoft. Она стала такой могущественной компанией благодаря Биллу Гейтсу или благодаря обстоятельствам? Компания Apple выпустила свой революционный продукт iPod, а потом iPhone, благодаря присутствию Стива Джобса или она бы выпустила его независимо от присутствия Джобса в компании? На самом деле это очень интересные вопросы, ибо ответ на них даёт основания к применению практики «золотых парашютов» для руководства. Кстати, в книге поднимается актуальность теории Майкла Портера с его 4 главными конкурентными силами.
В общем, мы имеем 10 направлений школ менеджмента, которые и рассматриваются в книге. В книге даётся описание этих школ, их роль в жизни корпораций. В заключение же каждой главы приводится критика этих школ менеджмента. В общем, привычный формат нехудожественной литературы. Что-то подобное можно найти и в психологии, когда делается обзор всех направлений или ответвлений психологии (психоанализ, когнитивная психология, социальная психология, бихевиоризм и пр.), за одним исключением. Авторы написали очень мутную и сложно понимаемую книгу. А это значит, что для полного понимания этой темы придётся обратиться к более простой и понятной книге, которой возможно и не существует вовсе. Именно поэтому или даже, только поэтому, я и рекомендую книгу. Если бы уже была бы написана более удачная книга, в которой давалось объяснение всех этих 10 школ менеджмента и плюс с приводимой актуальной информацией на данный момент, т.е. с данными хотя бы за 2010 год, то тогда бы я не стал рекомендовать эту книгу. А возможно и сам бы не стал читать её. И да, все ссылки, что даются в этой книге относятся к книгам выпущенными где-то за 1960-1980 гг. Вполне возможно, что менеджмент с тех пор мало изменился и все перечисленные 10 школ менеджмента остаются актуальными и не сильно изменившимися. Но! Я в этом не уверен. Важно: речь идёт не о технологических изменениях, а об изменении в философии менеджмента, во взгляде на компанию, на конкурентов, на окружающую среду, на сотрудников.
This is one of the most difficult books on management. That's why I didn't read it until several years after I bought it. And I did it with great reluctance, reading the book quite slowly. This is my main complaint about this book. By the way, when I first decided to read this book, I read a little less than half of it and rated the book as average (not bad, but also not good) and put it on the shelf. However, I didn't decide to get rid of the book as I thought I might come back to it in the future. So I went back and read it completely. I can't say that I gained any new knowledge. Moreover, the final rating has changed only a little. Yes, I can now recommend the book as worthwhile management literature. But only for one reason: the authors write about things that cannot be found in other management books, including classic university textbooks. It is worth reading this book just to get a glimpse of all the schools of management. Perhaps someone will even understand the whole book because I can't say that I understood everything the authors wrote about. The text was too complicated, after all. Why was it necessary to write so, why did the authors make everything so complicated, I do not know. I can only assume that in this way they wanted to emphasize the seriousness of the whole work, i.e., that this book is not less than university textbooks, that it is a SERIOUS work on management.
It must be said that if you remove all the complicated text and leave only clear and basic ideas, the book will be more like Drucker's books than popular management books like "Radical Candor: Be a Kickass Boss Without Losing Your Humanity" or "The Five Dysfunctions of a Team: A Leadership Fable. Yes, the book is purely theoretical, but given the stated theme, it was simply impossible to turn it into a practical tool. And there is no reason to do so. You could even say that the book somewhat resembles a book on philosophy because the authors give the main directions of how one can look at management, at company management from the point of view of its manager. After all, every manager has an image of how the company lives like a single organism. And it is thanks to this understanding that the manager makes strategic and tactical decisions. For example, the understanding that in an attempt to make radical changes, the manager may face a revolt of subordinates, which may force the manager to abandon any changes, reforms. Or the manager's ideas about the main forces influencing the company's activities. What is the first thing to pay attention to and focus on: external forces or internal ones? And the question "The role of the individual in history," is also relevant to the corporation. Take Microsoft, for example. Did it become such a powerful company because of Bill Gates or because of circumstances? Did Apple release its revolutionary product, the iPod and then the iPhone, because of the presence of Steve Jobs, or would it have released it regardless of Jobs' presence in the company? In fact, these are very interesting questions because the answer to them provides the basis for the practice of "golden parachutes". By the way, the book raises the relevance of Michael Porter's theory with his 4 main competitive forces.
In general, we have 10 schools of management, which are discussed in this book. The book describes these schools and their role in the life of corporations. Each chapter concludes with a critique of these schools of management. All in all, the usual format of nonfiction. Something similar can be found in psychology, when a review is made of all branches of psychology (psychoanalysis, cognitive psychology, social psychology, behaviorism, etc.), with one exception. The authors have written a very murky and difficult-to-understand book. And this means that to fully understand this topic one will have to turn to a simpler and clearer book, which probably does not exist at all. That is why, or even just why, I recommend the book. If a better book had already been written, which would have explained all these 10 schools of management and plus given current information at the moment, i.e., with data for at least 2010, then I would not have recommended this book. And perhaps I would not have read it myself. And yes, all the references in this book are to books published sometime between 1960 and 1980. It is quite possible that management has not changed much since then and that all of the 10 schools of management listed are still applicable and have not changed much. But I am not so sure about this. It is important: we are not talking about technological changes, but about changes in management philosophy, in the view of the company, of competitors, of the environment, of employees.
May 20, 2023
The book provides a comprehensive study of various strategic schools and approaches, presenting a well-organized and easily digestible overview of corporate strategic thought development spanning from the 1960s to the early 2000s.
Over time, the understanding of strategy has evolved from a highly formalized concept developed solely by strategic departments within organizations to a more holistic and loosely-defined perspective, often based on evolutionary principles. Today, an increasing number of strategy schools view strategy as an ongoing evolution, a dynamic process, and a behavioral pattern rather than a rigidly defined concept.
Personally, I am particularly enthusiastic about the 'strategy as learning' and 'strategy as culture' schools of thought. In these schools, strategy is seen as a continuous process of adapting to the environment and as a learning journey. Managers play a critical role in this approach. Top management creates an environment that encourages managers to learn, react to the environment, and develop strategy from the bottom-up.
The choice of strategy approach depends on the nature of the company. For example, in a manufacturing company where stable routines are crucial, it may be beneficial to view strategy as a distinct process with defined time limits. On the other hand, in more dynamic and creative markets, an approach that emphasizes the constant evolution of strategy may be more suitable.
The book is concise, easy to read, and provides a clear understanding of the subject matter
Over time, the understanding of strategy has evolved from a highly formalized concept developed solely by strategic departments within organizations to a more holistic and loosely-defined perspective, often based on evolutionary principles. Today, an increasing number of strategy schools view strategy as an ongoing evolution, a dynamic process, and a behavioral pattern rather than a rigidly defined concept.
Personally, I am particularly enthusiastic about the 'strategy as learning' and 'strategy as culture' schools of thought. In these schools, strategy is seen as a continuous process of adapting to the environment and as a learning journey. Managers play a critical role in this approach. Top management creates an environment that encourages managers to learn, react to the environment, and develop strategy from the bottom-up.
The choice of strategy approach depends on the nature of the company. For example, in a manufacturing company where stable routines are crucial, it may be beneficial to view strategy as a distinct process with defined time limits. On the other hand, in more dynamic and creative markets, an approach that emphasizes the constant evolution of strategy may be more suitable.
The book is concise, easy to read, and provides a clear understanding of the subject matter
October 8, 2018
Mintzberg and Porter is different kind of business academia which contrast to other business academia which is pure scientist such as Everett Rogers. Although Mintzberg seems to live in university he is not a pure scientist. Couples of reasons:
1. Mintzberg and Porter is an integral part of the business industry. Porter build Monitor and Mintzberg awarded many times by McKinsey -in which he criticize. Therefore its audience is different than what is pure academia audience.
2. Although both of them write book and journal, their approach is different with the approach of the sociology of business. Their approach is toolism, a belief that certain tools, method or approach might help to reach better productivity or business performance. To be able to succeed in toolism, the requirement is to have strong business presences, which is contradictory with the purpose of science that have an independent and objective measurement.
This is the same case just like Freakonomics that should be put in Psychology shelves instead of Economics. Mintzberg book should be put under Business shelves and Everett Rogers should be put under Sociology. Both Popular Psychology and Popular Business shelves are not part of the Sciences Club.
1. Mintzberg and Porter is an integral part of the business industry. Porter build Monitor and Mintzberg awarded many times by McKinsey -in which he criticize. Therefore its audience is different than what is pure academia audience.
2. Although both of them write book and journal, their approach is different with the approach of the sociology of business. Their approach is toolism, a belief that certain tools, method or approach might help to reach better productivity or business performance. To be able to succeed in toolism, the requirement is to have strong business presences, which is contradictory with the purpose of science that have an independent and objective measurement.
This is the same case just like Freakonomics that should be put in Psychology shelves instead of Economics. Mintzberg book should be put under Business shelves and Everett Rogers should be put under Sociology. Both Popular Psychology and Popular Business shelves are not part of the Sciences Club.
December 28, 2019
Probably the most useful book on strategy I've ever read. It might be confusing, starting to describe major schools of strategy as different parts of the elephant and coming up with conclusion that well, maybe it's not an elephant after all, but at least 10 different animals roaming in their jungle.
The main message is, that there's no one way of doing strategy and what would be a better way to go is having a toolbox where one can find what's needed for the concrete situation. Most often it will be a bit of this and that and it might be, that the tool has to be yet invented.
That's why it's a nice read. Mintzberg with his colleagues don't try to make it simple by asking good questions and accepting that strategic thinking itself, is one of the least researched questions. They also make it easy by giving good descriptions of main thinking and research supporting each school of strategy, looking for their strengths and weaknesses. The book is such a nice summary of what has been written on strategy, that it is incredibly hard to make a summary of it.
So, that's a very nice guidebook through the jungle of strategy which might make you get lost, encourage to go explore but won't give any clear directions. It all depends!
The main message is, that there's no one way of doing strategy and what would be a better way to go is having a toolbox where one can find what's needed for the concrete situation. Most often it will be a bit of this and that and it might be, that the tool has to be yet invented.
That's why it's a nice read. Mintzberg with his colleagues don't try to make it simple by asking good questions and accepting that strategic thinking itself, is one of the least researched questions. They also make it easy by giving good descriptions of main thinking and research supporting each school of strategy, looking for their strengths and weaknesses. The book is such a nice summary of what has been written on strategy, that it is incredibly hard to make a summary of it.
So, that's a very nice guidebook through the jungle of strategy which might make you get lost, encourage to go explore but won't give any clear directions. It all depends!
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February 9, 2024Hmmm...I Should Have Known by the Title
This book is a terrible read. I knew from the title it might be a wondering exploration of strategy theories and approaches, which was interesting to me. Wow! I was wrong - hopes dashed within the first 20 pages, but I still mired through it with must disgust. This is more of a menagerie of confused opinion then a safari of strategic brilliance.
It seems these three authors are just pissed off, disgruntled business school professor angry that some other professors developed some awesome strategic management theories ahead of them and left nothing for them to do. Additionally, it feels like 60-70% of this is other people's material quoted or paraphrased. Not much original thought.
Anyways, if you are looking for the opportunity to feel what a doctoral dissertation professor must feel when reading the drivel their candidates come up with then you should look no further.
This book is a terrible read. I knew from the title it might be a wondering exploration of strategy theories and approaches, which was interesting to me. Wow! I was wrong - hopes dashed within the first 20 pages, but I still mired through it with must disgust. This is more of a menagerie of confused opinion then a safari of strategic brilliance.
It seems these three authors are just pissed off, disgruntled business school professor angry that some other professors developed some awesome strategic management theories ahead of them and left nothing for them to do. Additionally, it feels like 60-70% of this is other people's material quoted or paraphrased. Not much original thought.
Anyways, if you are looking for the opportunity to feel what a doctoral dissertation professor must feel when reading the drivel their candidates come up with then you should look no further.
August 8, 2022
نسخه ی اصلی کتاب هنری مینتزبرگ اطلاعات خوبی داره و یک بررسی کلی از مکتب های استراتژی ارائه میده. اما ترجمه محمود احمدپور داریانی واقعاً افتضاحه. جملات پس و پیش، اشتباهات خیلی آماتور توی انتخاب واژه ها، دستور زبان فارسی افتضاح و ... خلاصه ترجمه از هر لحاظ که فکرش رو بکنید داغون و افتضاحه. آقای داریانی که روی جلد کتاب نوشته عضو هیئت علمی دانشگاه تهران و به پیروی از مترجم های درجه 2 یا 3 ایرانی قبل از اسم خودش دکتر رو هم نوشته (اونوقت برای هنری مینتزبرگ دکتر ننوشته :)) نه خودش و نه هیبت الله باقری که اسمش بعنوان ویراستار کتاب نوشته شده و طبق جستجویی که کردم گویا بصورت اختصاصی تحفه های استاد رو فقط ویراستاری کرده به خودشون زحمت ندادن که حداقل چک کنن جدول ها و شکل های کتاب کامل باشه. ویرایش زبانی و تخصصی که پیشکش.
در کل یک پاراگراف سالم توی این ترجمه پیدا نمیشه.
برای مترجم، ویراستار و بخصوص نشر جاجرمی متاسفم. حیف اون درختی که کاغذ شد که این ترجمه چاپ بشه.
در کل یک پاراگراف سالم توی این ترجمه پیدا نمیشه.
برای مترجم، ویراستار و بخصوص نشر جاجرمی متاسفم. حیف اون درختی که کاغذ شد که این ترجمه چاپ بشه.
July 12, 2019
So deep book about strategies school, very beautiful concept about making it like safari and putting elephants inside it and at the end saying that each person will see the elephant that he see from his own perspective, thats mean in which school you believe its the Best
A very deep book contain a lot of information, Honestly i didn’t catch everything inside it, maybe some chapters that i have made summaries for it, 3 chapters, and the other chapters just catching some information
If you are interested to go very deep in the Business strategy world i recommend that book, but it will not be an easy trip
A very deep book contain a lot of information, Honestly i didn’t catch everything inside it, maybe some chapters that i have made summaries for it, 3 chapters, and the other chapters just catching some information
If you are interested to go very deep in the Business strategy world i recommend that book, but it will not be an easy trip
January 30, 2021
Mais uma obra-prima com participação de Henry Mintzberg. Publicado em 1998. Descreve as dez partes do processo de formulação da estratégia empresarial ou dez "escolas de pensamento". Para cada "escola" há processos específicos para a formulação, implementação e reavaliação da estratégia, assim como formas de organização e de administração empresarial particulares. Os autores defendem que a formação da estratégia empresarial deve sempre levar em conta as diferentes "escolas" por ser um espaço inerentemente complexo.
This entire review has been hidden because of spoilers.
April 29, 2022
I read the book as part of formal training, and the title caught me fast, but getting into the book it wasn't as interesting as expected, and had some troubles getting through it. It is a book that is divided up into section of different kinds of scenarios where different kinds of strategy can be applied as I remember. In theory very compelling but something about it is not good, perhaps the language is too boring or something, can't put my finger on it and it is too bad Mintzberg is one of my favorite corporate authors, so I really expected alot.
July 28, 2017
don't take me wrong it is a very well done review on strategy history and different theoretical approaches. Nevertheless I found it really difficult to keep on track and to keep interest. It just drags and feels like unnecessary detail and not that useful. I work in strategy development and deployment but this totally academia. Not 4 me. just a bear to read..
May 29, 2019
Folks, learn to read forwards by authors when you read any book. If you come in with the expectation of a strategy cook book, and you don’t read the forward, you are the target audience of McKindsey and BCG books. If you want to understand this ambiguous word called strategy and how different people look at it, this this book will most likely become one of your favourites.
November 23, 2020
An insightful introduction to the different schools of strategy formation. Mintzberg conveys the structure, differences and nuances of and between each school in layman's terms.
I feel more confident in my understanding of strategy and the various influences on its formation after finishing Strategy Safari.
5/5 stars!
I feel more confident in my understanding of strategy and the various influences on its formation after finishing Strategy Safari.
5/5 stars!
July 22, 2022
This book has great content regarding strategic planning and its theories can be applied in business development/ management consulting. However, the book is written in such a way that it is impossible to read it cover to cover. Reading it felt like reading a 400 paged article.
Besides that, I enjoyed the content and the author’s efforts to be charismatic throughout the whole book.
Besides that, I enjoyed the content and the author’s efforts to be charismatic throughout the whole book.
October 15, 2018
Lectura obligada para los profesionales de la estrategia
Tener un panorama amplio como lo presenta en Profesor Mintzberg, es indispensable para ir construyendo una mejor práctica de la administración estratégica.
Tener un panorama amplio como lo presenta en Profesor Mintzberg, es indispensable para ir construyendo una mejor práctica de la administración estratégica.
March 3, 2019
An academic overview
The book gives a solid overview of the different models for thinking of strategy. As a practitioner, I would have loved some more examples of application rather than review of academic literature.
The book gives a solid overview of the different models for thinking of strategy. As a practitioner, I would have loved some more examples of application rather than review of academic literature.
June 22, 2020
Soporífero.
September 20, 2022
I read this text as part of my degree studies. It provides a good overview of the major business strategy schools. Highlighting both their respective strengths and weaknesses.
February 11, 2023
It’s an interesting book! Epic aventure about strategy!
May 13, 2025
Helpful tool for understanding various types of strategy.
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