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Strategy Safari

Strategy Safari

A Guided Tour Through The Wilds of Strategic Mangament

  • reading group guide
Strategy Safari, the international bestseller on 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.
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  • Free Press | 
  • 416 pages | 
  • ISBN 9780743270571 | 
  • June 2005
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Reading Group Guide

Discussion Group Questions
1. What is "strategy"? What are some possible different definitions/interpretations of the word? What do you think might be the key influences that have shaped your personal definition/understanding of strategy? (Chapter 1, pages 9-15)
2. Strategy Safari has identified 10 different schools of thought on strategy formation (the Design, Planning, Positioning, Entrepreneurial, Cognitive, Learning, Power, Cultural, Environmental, and Configurational Schools). Each school looks at strategy in different ways and provides different insights on the construct. Can you develop one word and one sentence definitions of strategy in accordance with each of these ten schools of thought? (page 5 and rest of the book)
3. Why has the Design School and the basic SWOT model been so long lasting and resilient? In what ways has the Design School influenced the other schools of thought identified in Strategy Safari? (pages 42-45)
4. In what ways do the "descriptive schools" of strategic management (the Entrepreneurial, Cognitive, Learning, Power, Cultural, Environmental, and Configurational Schools) have more to offer the practitioner than the "prescriptive schools (Design, Planning, and Positioning Schools)? (See Context and Contribution section of each chapter)
5. What are some limitations/problems with highly formalized strategic planning? (pages 63-67)
6. Why is it better to "learn" than to "plan"? (pages 176-321)
7. Wh see more

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