“Some of the biggest changes have been in the process of generating business strategies—what I call “strategy work.” Around 1980, the received wisdom was to decentralize into business units, which would each generate a strategic plan. These plans were then amalgamated up the hierarchy, in some portfolio way, for senior management. That approach has all but disappeared, and we’ve seen a dramatic recentralization of strategy work.”

— Richard Rumelt

Response to the question: "You’ve been teaching about, researching, and consulting on business and corporate strategy for 35 years. What changes have you seen in that time?"
"McKinsey Quarterly interview," 2007

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Richard Rumelt 25

American economist 1942

Thomas H. Davenport (1954) American academic

Thomas H. Davenport, "Need radical innovation and continuous improvement? Integrate process reengineering and TQM." Planning Review 21.3 (1993): 6-12.

“Corporate strategy is the pattern of major objectives, purposes, or goals and essential policies and plans for achieving those goals stated in such a way as to define what business the company is in or is to be in and the kind of company it is or is to be. In a changing world it is a way of expressing a persistent concept of the business so as to exclude some possible new activities and suggest entry into others.”

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 28

“The process of developing superior strategies is part planning, part trail and error, until you hit upon something that works.”

Constantinos C. Markides (1960) Cypriot business theorist

Constantinos C. Markides. "Competitive strategy research's impact on practice," in: Handbook of Research on Competitive Strategy, Giovanni Battista Dagnino<sup></sup> (ed.), 2012 p. 561

“Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources”

Gerardine DeSanctis (1954–2005) American organizational theorist

Gerardine DeSanctis, Brad M. Jackson, in: Coordination of information technology management: team-based structures and computer-based communication systems http://dl.acm.org/citation.cfm?id=1189653, Journal of Management Information Systems - Special issue: Information technology and organization design Volume 10 Issue 4, March 1994, pp 85-110.

“Despite the roar of voices wanting to equate strategy with ambition, leadership, “vision,” planning, or the economic logic of competition, strategy is none of these. The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.”

Richard Rumelt (1942) American economist

Source: Good Strategy Bad Strategy, 2011, p. 3

“Some say our approach is really just more troops for the same strategy. In fact, we have a new strategy with a new mission: helping secure the population, especially in Baghdad. Our plan puts Iraqis in the lead…. Members of Congress have a right to express their views, and express them forcefully. But those who refuse to give this plan a chance to work have an obligation to offer an alternative that has a better chance for success. To oppose everything while proposing nothing is irresponsible.”

George W. Bush (1946) 43rd President of the United States

Radio address http://georgewbush-whitehouse.archives.gov/news/releases/2007/01/20070113-2.html discussing his plan to send 21,500 more troops to Iraq (January 13, 2007)
2000s, 2007