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Open strategy practices in Finnish technology consultancies
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School of Business |
Master's thesis
Electronic archive copy is available via Aalto Thesis Database.
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en
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62 + 3
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Abstract
Strategy formulation has traditionally been the work of the company’s top management. In past two decades we have seen that strategy work have opened to cover larger group of participants. This phenomenon is called as Open Strategy. One main driver for opening strategy has been technological innovations that allow companies to involve larger groups of people to the conversation.
This study is analysing how Finnish technology consultancies use Open Strategy practices in their strategy formulation. I have conducted four interviews with top managers from selected companies. Previous literature around the Open Strategy and especially the practical approach (strategy as practice) was the theoretical framework in which I mirrored the findings from the interviews and did my analysis.
All the companies had elements of Open Strategy in their strategy practices, but they varied a lot on a practical level. Level of transparency was in at good level in all companies, but level of inclusion was differing a lot. Level of inclusion was varying from none to the other extreme.
Open Strategy practices were seen to be honourable, but the openness seem to be situational. When companies faced an urgency to the strategic update, the level of inclusion were significantly lower than in companies which were just doing “regular” strategy updates. This study is therefore complementing the previous research of Open Strategy practices.