Learning to Manage Strategically: Prescription for a Changing World?

Abstract

Intent is to provide a set of practices for effective design of strategic management education programmes and a set of implementing procedures. Distinguishes the strategic manager as a designer of future conditions from an operating manager as an interpreter of events. Discusses rapid obsolescence of managerial competence – especially through confusion, blindness and bias. Emphasizes the need to anticipate change and to design programmes that are lean and focused on organization‐specific declarations of the new reality it must create. This generates new standards of performance. Presents a case study in establishing this approach (and conditions for effective learning) in a major insurance company.

Citation

Hinton, R.W. and Londo, E. (1992), "Learning to Manage Strategically: Prescription for a Changing World?", Journal of Management Development, Vol. 11 No. 6, pp. 13-24. https://doi.org/10.1108/EUM0000000001397