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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

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Needs
Perspective
Intuition
Solving
Produce
Boxes
Techniques
Beyond
Combination
Produces
Misadventure
Learning
Technique
Judgement
Informal
Making
Strategy
Formal
Combinations
Understand
Avoid
Caused
Applying
Problem
Management
Encourage
Costly
Without
Function
Managers
Perspectives

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Management is, above all, a practice where art, science, and craft meet
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While hard data may inform the intellect, it is largely soft data that generates wisdom.
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Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two.
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Never set out to be the best. It's too low a standard. Set out to be good. Do Your best.
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Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.
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An obsession with control generally seems to reflect a fear of uncertainty.
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Leadership, like swimming, cannot be learned by reading about it.
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If you ask managers what they do, they will most likely tell you that they plan, organise, co-ordinate and control. Then watch what they do. Don't be surprised if you can't relate what you see to those four words.
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Everyone is against micro managing but macro managing means you're working at the big picture but don't know the details.
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An unsuccessful manager blames failure on his obligations the effective manager turns them to his own advantage. A speech is a chance to lobby...a visit to an important customer a chance to extract trade information.
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Learning is not doing it is reflecting on doing.
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Corporations are social institutions. If they don't serve society, they have no business existing
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Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
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Organizations should be built and managers should be functioning so people can be naturally empowered. If someone's doing their job, if someone's working in one of your warehouses, say, they should know their job better than anybody. They don't need to be 'empowered,' but encouraged and left alone to be able to do what they know best.
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Strategy is not the consequence of planning, but the opposite: its starting point.
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We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information.
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Corporations are economic entities, to be sure, but they are also social institutions that must justify their existence by their overall contribution to society.
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No job is more vital to our society than that of the manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources.
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What I have against M.B.A.s is the assumption that you come out of a two-year program probably never having been a manager - at least for full-time younger people M.B.A. programs - and assume you are ready to manage.
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Companies are communities. Theres a spirit of working together. Communities are not a place where a few people allow themselves to be singled out as solely responsible for success.
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