TY - JOUR
AU - Wenger, Mike S.
AB - Transforming an Organization: USING MODELS TO FOSTER A STRATEGIC CONVERSATION Julie A. Chesley Mike S. Wenger “I can’t afford to do this.” “I don’t care about this exercise . . . I know my job.” “There is 100% blow-off, no buy in . . . people head-nod in meetings and go back to their office and do what they want.” nd so goes another strategic planning process. While comments such as these are not new, they remind of us of our challenge with strategy implementation. Managers at all levels have experienced the hopeful A expectation of an “approved solution” as well as the disappointment when these solutions don’t work out as promised or don’t become clear as quickly as hoped. Successful adaptation of strategy models requires a co-evolution between the organization and the specific model. Not only must models be adapted to fit the unique characteristics of an organization, but also organizations need to evolve to benefit from the lessons incorporated in the strategic models. At the end of the day, both the organization and the model are changed. While this position is a commonly accepted point, the details and basic processes of this type of co-evolution are relatively 
TI - Transforming an Organization: Using Models to Foster a Strategic Conversation
JF - California Management Review
DO - 10.2307/41165997
DA - 1999-04-01
UR - https://www.deepdyve.com/lp/sage/transforming-an-organization-using-models-to-foster-a-strategic-SdCKD3Qx5l
SP - 54
EP - 73
VL - 41
IS - 3
DP - DeepDyve
ER -