“Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations… Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving.”

— Henry Mintzberg

Mintzberg (1994), (partly) cited in Douglas C. Eadie (1997) Changing by design: a practical approach to leading innovation in nonprofit organizations. p. 128

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Henry Mintzberg14

Canadian busines theorist 1939

Sukavich Rangsitpol (1935) Thai politician

Teacher

“Because we are the cause of our environmental problems, we are the ones in control of them, and we can choose or not choose to stop causing them and start solving them. The future is up for grabs, lying in our own hands. We don’t need new technologies to solve our problems; while new technologies can make some contribution, for the most part we "just" need the political will to apply solutions already available.”

Jared Diamond book Collapse: How Societies Choose to Fail or Succeed

Source: Collapse: How Societies Choose to Fail or Succeed (2005), Chapter "The world as a polder: what does it all mean to us today?", section "Reasons for hope" (Penguin Books, 2011, pages 521-522, ISBN 978-0-241-95868-1.

“A learning strategy is comparable in kind with a performance strategy. Each sort of strategy entails decomposing goals into subgoals and applying mental subroutines to achieve the subgoals concerned. The necessary difference between learning strategies and performance is in the domain upon which they operate. Whereas the performance strategy solves problems posed by states of the (usually symbolic) environment, the learning strategy solves the problems posed by deficiencies in the current repertoire of relevant performance strategies; the solutions produced by a learning strategy are performance strategies.”

Gordon Pask (1928–1996) British psychologist

Source: Conversation, Cognition and Learning (1975), p. 261 as cited in: K.V. Wilson (2011) From Associations to Structure. p. 200.

“Marketing Management: A Contemporary Perspective provides a fresh new perspective on marketing from some of the leading researchers in Europe. The book offers students and practitioners the comprehensive coverage they need to make the right decisions to create and implement highly successful marketing strategies. This exciting new book combines scholarly international research with relevant and contemporary examples from markets and brands across the world.
The authors combine their experience as researchers and industry consultants to provide the conceptual and theoretical underpinning of marketing and empirical research, helping students to understand how marketing concepts can be applied and implemented. The book covers a full range of industries including business-to-customer, business-to-business, services marketing, retailing and international marketing from companies around the globe.”

Christian Homburg (1962) German academic

Abstract 2009 edition.
Marketing management: A contemporary perspective, 2003

“Training in listening, in statistical techniques and problem cause-and-effect analysis, in group problem solving, in sophisticated financial analysis (for everyone)—and then constant retraining, for upgrading and learning new skills—simply must become the norm, for realtor, banker, or high-tech wizard.”

Tom Peters (1942) American writer on business management practices

March 14, 2016
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