Abstract
Strategic thinking involves a creative, divergent and synthetic mindset and associated practices often seen as a useful way to achieve direct involvement in strategizing processes, as well as highlighting sensitive organizational and strategic issues that challenge conventional planning. How can we make strategic thinking, as a core component of organizational strategy, work more effectively? Firmly grounded in Richard Sennett’s cultural materialist approach on crafting, this chapter offers a conceptualization strategy work as design practice of crafting embodied metaphors. The chapter demonstrates the approach with a case example of CellCo’s postacquisition sensemaking and concludes with discussing benefits of strategizing as a design practice.
This chapter draws on Heracleous and Jacobs (2011), Jacobs et al. (2013), and Jacobs and Heracleous (2007).
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Jacobs, C.D. (2016). “Making Is Thinking”: The Design Practice of Crafting Strategy. In: Brenner, W., Uebernickel, F. (eds) Design Thinking for Innovation. Springer, Cham. https://doi.org/10.1007/978-3-319-26100-3_9
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DOI: https://doi.org/10.1007/978-3-319-26100-3_9
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