Action‐led strategy and managerial self‐confidence

Abstract

Changing an organization requires a good deal of self‐confidence. When strategic change takes place either this confidence derives from the situation confronting the executive, usually some form of crisis, or executives derive confidence from implementing a familiar recipe, drawn from their past experience. Only rarely does the confidence to change the status quo derive from some form of strategic analysis. This article proposes an action‐led approach to strategy. Strategy is not constructed from “analysis”, it emerges from action. It does not presume the existence of a shared vision – this is shaped through action; nor does it falsely separate formulation from implementation – these occur concurrently. Action, in the form of experiments and pilot tests, generates belief in a way ahead that builds from the existing competitive assets of the organisation.

Citation

Bowman, C. (1999), "Action‐led strategy and managerial self‐confidence", Journal of Managerial Psychology, Vol. 14 No. 7/8, pp. 558-568. https://doi.org/10.1108/02683949910292150