- Premises Entrepreneurial school
- 1. Strategy exists in the mind of the leader as perspective, specifically a sense of long-term direction, a vision of the organization’s future.
2. The process of strategy formation is semiconscious at best, rooted in the experience and intuition of the leader, whether he or she actually conceives the strategy or adopts it form others and then internalizes it in his or her own behaviour.
3. The leader promotes the vision single-mindedly, even obsessionally, maintaining close personal control of the implementation in order to be able to reformulate specific aspects as necessary.
4. The strategic vision is thus malleable (subtle, flexible), and so entrepreneurial strategy tends to be deliberate and emergent – deliberate in overall vision and emergent in how the details of the vision unfold.
5. The organization is likewise malleable a simple structure responsive to the leader’s directives, whether an actual start-up, a company owned by an individual, or a turnaround in a large established organization many of whose procedures and power relationships are suspended to allow the visionary leader considerable latitude for maneuver.
6. Entrepreneurial strategy tends to take the form of niche, one or more pockets of market position protected from the forces of outright competition.