Ansoff revisited : How Ansoff interfaces with both the planning and learning schools of thought in strategy

Purpose – The purpose of this paper is to revisit Igor Ansoff's work and how it interfaces with the various schools of strategic management. Design/methodology/approach – Ansoff's work of 40 years is reviewed and related to other schools of thought in strategic management. Findings – Ansoff's work is much more comprehensive than the literature suggests. His later work (after 1990) is largely unnoticed by academics, nevertheless, it is the empirical findings of his theoretical postulations. Moreover, his work interfaces with virtually all schools of thought in strategic management. Research limitations/implications – It will provide a broader view of Ansoff's work and perhaps trigger additional research as a result of his later work. Most researchers continue to associate Ansoff with his early thoughts. Practical implications – Ansoff's work has found wide applications in a variety of industries. His work was mostly with industries that used his propositions in order to better strategies. Social implications – Ansoff's later research and empirical findings could provide a launchpad for re‐examining the method by which organizations assess their environment, strategic behaviour, and internal capability. Therefore, organizations may have an alternative method to develop strategy. Originality/value – This is the first attempt to provide a historical view of Ansoff's work and perhaps his timeliness. The recent economic crisis only further supports Ansoff's basic position that companies must create custom strategies to fit their environment, culture, and capabilities.