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The Relevance of the Rational, Classical Approach to Strategy in the ICT Sector - The Strategy Process

Abstract Chapter 1 of the book undertakes an analysis of the rational, classical approach to strategy and critically evaluates whether it is relevant as an analytical approach in the modern ICT sector. This chapter focuses on the process of strategy and how strategy is formulated and implemented. The extent to which it has inspired the dominant rational approach to strategy is considered. The limitations of the rational model of intended deliberate strategy are analysed before addressing alternative approaches that have emerged over the years’ including various forms of emergent strategy, logical incrementalism, effectuation, creation logic and cognitive ambidexterity.

Keywords Strategy process • Classical approach • Deliberate vs. emergent strategy • Effectuation

Introduction

The first chapter of the book will undertake an analysis of the rational, classical approach to strategy and critically evaluate whether it is relevant as an analytical approach in the modern ICT sector. This chapter will focus upon the process of strategy and how strategy is formulated and implemented (Johnson et al. 2011). It will not analyse the ‘content of strategy’ and the actual ‘tools’ used for planning and execution. This will be explored in significant depth in Chapter 2.

© The Author(s) 2017

N. Walton, The Internet as a Technology-Based Ecosystem, DOI 10.1057/978-1-137-60077-6_1

Chapter 1 will start by exploring the meaning of the classical science model which underpinned early strategy literature and still retains a strong influence today. The extent to which it has inspired the dominant rational approach to strategy will be considered. The limitations of the rational model of intended deliberate strategy (Mintzberg and Waters 1985) will be analysed before addressing alternative approaches that have emerged in recent years.

 
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