Strategy, Culture, Change and Filters (Post 1)
Author: Peter Jay Sorenson CMC®, StrategicOrganizationDesign.com
13 June 2013
I have recently reread a series of three articles written by the late James Brian Quinn of the Amos Tuck School that were published in Sloan Management Review in the late 70’s. I first encountered the articles while on a business trip to Saint Louis, Missouri in 1982. I carved out a little evening time to visit the Washington University library to do research and reading. When I discovered these articles I was very excited. They are research based and delved into how effective organizations formulate and implement strategy and change.
As I reread these articles recently my mind raced. I mulled over the concepts and related them to the experiences I have had working on strategy and change projects in organizations over the last thirty-five years. Several instances where I learned profound lessons came to mind.
This is not a trivial topic. Our global societies are moving and changing at such a rapid rate that these topics of strategy and change need to be at the top of the task list of every senior leader. And leaders and people throughout the organization need to become attuned to the need for this agenda to be defined, articulated, and put into action at every level of the organization. Without support and action at every level a strategy is just an illusion.
I invite you to join me on an exploration of how leaders in organizations both succeed and fail in overcoming the natural resistance to change in organizations. How they formulate and implement strategy in order to create the results they need to achieve.
James Brian Quinn, Sloan Management Review, a Three Article Series:
- Quinn, James Brian, “Strategic Goals: Process and Politics,” Sloan Management Review, Fall 1977, 19:1, Page 21.
- Quinn, James Brian, “Strategic Change: Logical Incrementalism,” Sloan Management Review, Fall 1978, 20:1, Page 7.
- Quinn, James Brian, “Managing Strategic Change,” Sloan Management Review, Summer 1980, 21:4, Page 3.