Strategy as Improvisational Theater Harvard Case Solution & Analysis

According to the traditional model of the development strategy, the company aims to develop an optimal plan, so that it can be transmitted over a course of execution with a predictable set of events and a specific end goal. This approach resembles that of traditional theater: the actors speak the same lines and the action comes to the same conclusion satisfies, night after night. This model works well when the business is going through a relatively stable period. The current situation, however, is not stable: the companies are still trying to navigate the technological tsunami created by the Internet. In these conditions, it makes much more sense for companies to follow the model of improvisation - that is, to throw out the script to bring in the audience, and trust entities to innovate on the spot. The metaphor of improvisational theater helps managers to think about how, in which the entire organization can become an arena for the design of an experiment that can be converted company's overall strategy. Harvard Business School professor Rosabeth Moss Kanter describes six elements of strategic improvisation and shows how to use each company to get the most out of new technologies. Senior managers who understand these elements can create an atmosphere in which improvisational theater thrives, change becomes an organic process, and not a painful reaction to circumstances beyond the company's control. Although this approach is not a big supporter of the plunge into something totally new, it is not conservative. Companies engaged in constant improvisation through innovative projects of all sizes and shapes are much better equipped to investigate very threatening technology, and cover a very radical change. "Hide
by Rosabeth Moss Kanter Source: MIT Sloan Management Review 8 pages. Publication Date: January 15, 2002. Prod. #: SMR370-PDF-ENG

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