[[Mintzberg]] said that there were three fallacies of prescriptive strategic planning. ## 1. Fallacy of Prediction The future is unknown and therefore don't know what opportunities and challenges will come your way. We couldn't have possibly known that Covid was going to hit, never mind what impact it would have. This must surely link to [[Dynamic Capabilities]] and [[VRIO|VRIO Capabilities]]. Having said that we need a north star ## 2. Fallacy of Detachment Formulation of a strategy is often divorced from those at the operational and tactical levels. It's impossible for managers to know everything about what is happening across an entire company (i.e. BP oil spill) because data is out of date as soon as its produced. While our strategy was created with a core 'why' in mind [[Sinek's Why Model]] it was not prescriptive at the operational level. This has been a criticism, but perhaps it was a strength? [[Salford SU Strategy Development 2022-23]]. ## 3. Fallacy of Formalisation Computers are better at data processing, humans are better at data synthesis and creating new directions. We need to act to create direction. Weirdly this links to [[Linking Your Thinking]] and the idea that you need to write to be able to come up with new ideas. Cannot assume that strategy + implementation = success. Life is not as simple as this. ## Links - [[Emergent and Prescriptive Strategising]]