Chapter5.CultureandStrategyDr.ZHANGGangfengWhatisstrategicmanagement?Strategicplans:plansthatareorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.–StephenP.Robbins&MaryCoultar.Strategicmanagementorplanningistheartandscienceofformulating,implementing,andevaluatingcross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives–FredR.DavidKeyinstrategicmanagement:adaptationtoexternalenvironment.Controllingvs.AdaptingModellingControllingAdaptingDanishApproachto“1992”Executivesdescribed“1992”as“businessasusual”.Itwasessentiallyseenasapoliticaleventexternaltothebank.Planningdepartmentwasseenasprimarilyresponsiblefor“1992”.Theinterpretationandresponseto“1992”wouldbemanagedwithintheformaldecision-makingprocess.Littleinformationregarding“1992”wasdisseminatedtotherestofthebank.Theprimaryinformationwereexternal,particularlyfromcontactswithingovernmentorinBrussels.Internalinformationwasgivenlessattention.Formalinformationabout“1992”wasnotveryactivelysought.Only10%camefromwrittendocumentation,andindustryreportswerenotreliedupon.CEOthoughtmoreusefultohaveavisionthaneconomicscenarios.SpanishApproachto‘”1992”INSpanishBank,“1992”generatedmuchexcitementandenthusiasm.Itwasviewedasstimulatingandanimpetusforchange.Ataskforce,called“projectEurope1992”,wascreatedtodevelopastrategy,whichconsistedof15middlemanagersdrawnfromthroughoutthebank,assignedonafull-timebasis.Memberofthetaskforcetheninterviewedthetop100managersregardingtheirviewsonwhatthestrategyshouldbe.Informationwasalsogatheredbytalkingtopeopleatmeetingsandatotherbanks,visitingbestpracticecompanies,andattendingseminars.CEOgave“1992”toppriorityandencourageinformationsharing.Thedebatesaround“1992”wasseenasconsensus-seeking.Interactionbetweenstrategicprocess,contentandprofileStrategicProcessStrategicProfileControllingvs.DefenderAdaptingProspectorStrategicContentMarketExpansionConservativevs.innovativeSeekin