My name is Ann Langley.
I'm a professor in Management and I hold the Canada Research Chair in
Strategic Management in Pluralistic Settings at HEC Montreal.
The chair is dedicated to the study of
Strategic Management Processes in Complex Organizations.
Since my doctoral thesis,
I've always been interested in how organizations use
strategic management tools and in particular, strategic planning.
So I'm really pleased to be participating in this series of talks on strategy as
practice to discuss research on strategic planning viewed from a practice perspective.
Here is the outline of my talk today.
First, I think it's important to briefly address
the question of what we mean by the term strategic planning.
Second, I'll discuss some of the early research on
strategic planning and identify its main findings.
The bulk of my talk, however,
will be devoted to an exploration of strategic planning seen as a social practice.
And I'll draw on more recent research,
much of it qualitative in nature.
I will draw on a framework that has four dimensions to talk about this.
I'm going to focus first on textural practices,
then on production practices,
then on consumption practices,
and then on temporal dynamics.
I'll explain as we go along what those terms mean,
then I'll end with a short conclusion.
So, what is strategic planning, after all?