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Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Process
Subconscious
Social
Sophisticated
Human
Subtle
Humans
Complexes
Complex
Immensely
Strategy
Cognitive
Times
Involving
Making
Processes

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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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Corporations are social institutions. If they don't serve society, they have no business existing
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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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Why does every generation have to think that he lives in the period with the greatest turbulence?
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Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
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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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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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Strategy is not the consequence of planning, but the opposite: its starting point.
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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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Anecdotal data is not incidental to theory development at all, but an essential part of it.
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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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Learning is not doing it is reflecting on doing.
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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 obsession with control generally seems to reflect a fear of uncertainty.
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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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Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
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Management is, above all, a practice where art, science, and craft meet
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What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.
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This obsession with leadership... It's not neutral it's American, this idea of the heroic leader who comes in on a white horse to save the day. I think it's killing American companies.
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