Entrepreneurial School (Strategy) - Explained
What is the Entrepreneurial School of Strategy?
- Marketing, Advertising, Sales & PR
- Accounting, Taxation, and Reporting
- Professionalism & Career Development
-
Law, Transactions, & Risk Management
Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
- Business Management & Operations
- Economics, Finance, & Analytics
- Courses
What is the The Entrepreneurial School of Strategy?
The Entrepreneurial school focuses on the company founder or top management as the creators of company strategy. Unlike prior schools, the entrepreneurial school incorporate the role of mental attributes such as for example intuition, wisdom, judgement, and experience.
The strategic plan is less of a plan and more about the perspective or vision for the entrepreneur. It sets direction but is flexible in execution.
The main premises of the entrepreneurship school of strategy are as follows:
- Strategy exists in the mind of the leader as a long-term perspective, or vision
- Strategies are born from a semi-conscious process based on the experience and intuition of the leader,
- The leader promotes the strategy fervently, and keeps tight control over it in order to allow adjustments if necessary
- The vision, and consequently the strategy, are flexible and can change over time
- As a consequence, the organization requires flexibility to enable the leader to move at will
- The entrepreneurial strategy often considers specializing (differentiation) in a niche protected from hard competition
The limitation of the entrepreneurial school is that it depends on the individual and cannot be easily replicated or systemized.
Related Topics
- How Strategies Arise
- Intended, Deliberate, Realized, and Emergent Strategies
- Management and Strategic Planning
- Mintzberg's Schools of Strategic Development
- Design School
- Planning School
- Positioning School
- Entrepreneurial School
- Cognitive School
- Learning School
- Power School
- Culture School
- Environmental School
- Configuration School
- Mintzberg's 5Ps of Strategy
- McKinseys 7s Model
- ***Industry Analysis to Build a Strategy***
- Strategic Analysis
- SWOT Analysis
- SPACE Analysis
- Situational Analysis - 7C
- Competition Profile Matrix
- Stakeholder Analysis
- Stakeholder Mapping
- Resources and Capabilities
- VMOST
- Core Competency
- VRIO Analysis
- Value Chain Analysis
- Internal Factor Analysis
- Value Creation Index
- Minimum Efficient Scale
- PEST(LE) Analysis
- Industry Lifecycle Analysis
- Company Lifecycle - Definition
- Porter's Five Forces
- Modes of Management
- External Factor Evaluation
- Business Performance Measurement
- Benchmarking
- Balanced Scorecard
- Economic Value Added
- Activity-Based Management
- Quality Management
- Action Profit Linkage Model
- Business Activity Monitoring
- Gap Analysis
- Strategy Diamond
- BCG Growth-Share Matrix
- GE McKinsey Matrix
- Value Reporting Framework
- Pyrrhic Victory