Down with strategy: in defense of short‐term thinking

Abstract

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 been 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.

Citation

Ezer, J. and Demetis, D.S. (2007), "Down with strategy: in defense of short‐term thinking", Journal of Business Strategy, Vol. 28 No. 1, pp. 57-63. https://doi.org/10.1108/02756660710723224