Strategy as improvisational theater
The metaphor of improvisational theater helps executives think about the way in which an entire organization can become an arena for staging experiments that can transform a company's overarching strategy. Six elements of strategic improvisation are discussed: 1. themes, 2. theaters, 3. actors,...
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| Veröffentlicht in: | MIT Sloan management review 2002-01, Vol.43 (2), p.76 |
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| container_title | MIT Sloan management review |
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| creator | Rosabeth Moss Kanter |
| description | The metaphor of improvisational theater helps executives think about the way in which an entire organization can become an arena for staging experiments that can transform a company's overarching strategy. Six elements of strategic improvisation are discussed: 1. themes, 2. theaters, 3. actors, 4. audiences, 5. suspense, and 6. successive versions. How companies have made use of each one to get the most out of new technologies is illustrated. Although this approach does not advocate a big plunge into something totally new, it is anything but conservative. |
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| identifier | ISSN: 1532-9194 |
| ispartof | MIT Sloan management review, 2002-01, Vol.43 (2), p.76 |
| issn | 1532-9194 |
| language | eng |
| recordid | cdi_proquest_journals_224971299 |
| source | Elektronische Zeitschriftenbibliothek - Frei zugängliche E-Journals; MIT Sloan Management Review; EBSCOhost Business Source Complete |
| subjects | Actors Audiences Improvisation Innovations Internet Metaphor Product development Strategic management Teams Technological change Theater |
| title | Strategy as improvisational theater |
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