Entrepreneurship and

Planning
Interview with the founders of 100
companies
41% have no business plan at all.
26% had just rudimentary type of
plan.
5% worked up for financial
projections.
28% wrote up a full blown plan.

Continuation of Mintsberg
strategy
Strategy making in the
entrepreneurial mode is
characterized by dramatic leaps
forward in the face of uncertainty.
Growth is the dominant goal of the
entrepreneurial organization.

Visionary Leadership
Planning faltered, Vision arose.
How to distinguish the real vision?
True vision is something you can see
in your mind's eye.
A vision has to distinguish an
organization.
If it is really a vision, you'll never
forget it."

Bennis and Namus devote a good

deal of attention to vision
To choose a direction, a leader must
first have developed a mental image
of a possible and desirable future
state of the organization.
A vision is a target that beckons.
By focusing attention on a vision, the
leader operates on the emotional
and spiritual resources of the
organization, on its values,
commitment, and aspirations.

Studies Conducted at McGill

University
A paper co-authored by Frances
Westley and Henry Mintzberg (1989)
contrasted two views of visionary
leadership. One, more traditional, is
likened to a hypodermic needle. The
active ingredient is loaded into a
syringe, which is injected into the
employees.

 Drawing from a book on theater by Peter

Brook (1968:154), the legendary director of
the Royal Shakespeare Company, the authors
conceived strategic vision, like drama.
Brook argued that, in theater, the magic is
the result of endless "rehearsal,(repetition)
followed by the "performance(performance)
itself, supported by the
"attendance(attendance) of the audience.

 In short Visionary leadership is style

and strategy coupled together. It is
drama, but not play-acting. Such
leadership is born and made, the
product of a historical moment.

ENTREPRENEURIAL STRATEGY
FORMATION IN A SUPERMARKET CHAIN
Company: Steinberg's, a Canadian
retail chain
Two major reorientations of strategy:
a move into self-service in the 1930s
and one into the shopping center
business in the 1950s.

CONCEIVING A NEW VISION IN A

GARMENT FIRM
Company: Canadelle
Product: Womens Undergarments
Kurt Lewin's (1951) three-stage
model of changeunfreezing,
changing, and refreezing

Premises of Entrepreneurial School

Strategy exists in the mind of the
leader as perspective.
The process of strategy formation is
semiconscious.
The leader promotes the vision
single-mindedly.
The organization is likewise
malleable,

Contribution, Critique, and Context

of the Entrepreneurial School
Entrepreneurial School suggests Personalized
leadership.
In this organizations benefit from sense of
direction and integration.
Not following Me too Strategy.
Deficiency in Entrepreneurial school is that
the strategy is formulated by single
individual.
If too much focuse is given to operations then
strategy will be missed out and, viceversa

 Stacey (1992) has pointed to a

number of harmful consequences,
they are:
visions can fix managers too tightly
in one direction.
Current quests for vision place "a
tremendous and unrealistic burden
on the 'leader'.
One heart attack can literally wipe
out the organization's key strategist.