Down with strategy: in defense of short-term thinking

Down with strategy: in defense of short-term thinking

Ezer Jonathan, Demetis Dionysios S. Journal of Business Strategy, Vol. 28 No. 1

Purpose – The aim of this paper is to argue that the need for strategy is overstated and that organizations should celebrate short-term thinking. Design/methodology/approach – The paper presents a case study of a medium-sized software company in Canada, followed by an analysis in terms of the history of strategy and Ciborra’s work on organizational change. Findings– The study finds that strategy and structure are taken-for-granted assumptions that are not always appropriate. While strategy is important for contemporary business, it has overstepped its relevance and has become the dominant organizing myth of modern management. Such a myth has become an obsession that quite often constrains the variety of organizational responses. The notion of strategy has become an “iron cage” which constrains manoeuvrability. Practical implications – Short-term thinking has tremendous benefits and should be embraced. Originality/value – The paper provides a useful insight into the benefits of short-term thinking.

Keywords: Strategic planning, Short-term planning, Small to medium-sized enterprises