The flow in Strategy Formulation

Formulation of the strategy is a process of identifying the mission and goals strageis, conduct competitive analysis, and devise specific strategies. Based on knowledge development strategy Mintzberg identified to date there are 10 kinds of flow associated with the process of formulating the strategy (Mintzberg, 1998).


The tenth point of view / flow in the process of formulating the strategy are:
1. The flow of planning (the design school): Formulation of the strategy is the process of conception
2. Flow Planning (the planning school): Formulation of Strategy is a formal process
3. Flow Placement (the positioning school): Formulation of the strategy is an analytical process,
4. The flow of entrepreneurs (the entrepreneur ~ al.school): Formulation of the strategy is a visionary process
5. Cognitive flow (the cognitive school): Formulation of the strategy is a mental process.
6. Learning flow (the learning school): Formulation of the strategy is an urgent process.
7. The flow of power (the power school): Formulation of a strategy of negotiation.
8. The flow of culture (the cultural school): Formulation stratgei is a collective process.
9. Environmental flow (the environmental school): Formulation stratgei a reactive process.
10. Flow Configuration (the configuration school): Formulation of the strategy is a process of transformation.
Especially with regard to the design flow can further classed worn premise is as follows:
1. Formulation of the strategy should be based on a conscious thought process and control.
2. Penganggung primary responsibility of the formulation process adalan on top of the organization.
3. The model used in Formulas! strategy should be made simple.
4. The resulting strategies should be made explicit and if possible a good articulation premises, yaiu be made as simple as possible to be easily understood.
5. And finally, once the strategy is unique, with a broad scope, explicit, and simple has been formulated, it should be continued with rnaka emplementasinya.
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