References to ‘strategists’ might suggest that strategic decisions are properly taken only by the most senior people in an enterprise. Does that mean they should take no advice from others? Or should the strategy process be more participative and democratic? If the latter, who should senior people consult, when, and what should they ask them? What are the likely consequences of greater participation?

Question

What will be an ideal response?

Answer 1

It would be hard to justify not taking advice from any relevant source; but from whom, when and on
what basis? Seemingly participative processes of group decision making can be manipulated by a
powerful actor. Autocratic ‘single brain’ strategies do occur, but we usually hear only of the
successful ones and those that fail dramatically. Consultation is not the same as participation in
decision-making. Participation implies a slower strategy process (often associated with Japanese
enterprises), offset so it is claimed by greater robustness of the decisions ultimately produced and the
commitment to implement them. A constructive and genuinely dynamic approach may entail more
of the thinking and goal setting actually coming from the ‘bottom up’, requiring a proactive and
innovative mindset by junior and middle-ranging staff. The role of senior managers would then be to
select from among attractive possibilities, rather than necessarily originating the thinking on which
such options can be based. Lecturers will have their own opinions in response to these questions, but
they should encourage students to express and discuss their own.