Strategy-in-practices : a process-philosophical perspective on strategy-making

This Element maintains that increasing strategic effectiveness involves paying greater attention to the idiosyncratic capabilities and know-how already accumulated in an organisation's shared practices and the modus operandi contained therein. An organisation's modus operandi describes the practiced patterned regularities that enables it to achieve a consistency of response in strategic circumstances even in the absence of any clear, formalised strategic plan. This patterned regularity known as Strategy-in-Practices (SiP) draws attention to the tacit influence of an organisation's shared practices on its formal strategy-making efforts. It emphasises the need for both these to be aligned so that the organisation is better prepared to cope with the challenges and opportunities it faces.