Abstract
The notion of a business ‘strategy’ is a nebulous term which invites a variety of interpretations, with some
focusing upon the content of strategies and others upon the process of strategising. Whatever the interpretation,
it is apparent that strategising is problematic and reflects the poor understanding of the dynamic between the
two, which in turn reflects a poor understanding of the strategising process. In response, this paper presents
Stafford Beer’s Viable System Model as a device with which to think about the strategising process as an
embedded feature of organisational activity. With the insights provided with its use, it is proposed that the VSM
offers a valuable business tool to help improve the way strategy is carried out within businesses.
focusing upon the content of strategies and others upon the process of strategising. Whatever the interpretation,
it is apparent that strategising is problematic and reflects the poor understanding of the dynamic between the
two, which in turn reflects a poor understanding of the strategising process. In response, this paper presents
Stafford Beer’s Viable System Model as a device with which to think about the strategising process as an
embedded feature of organisational activity. With the insights provided with its use, it is proposed that the VSM
offers a valuable business tool to help improve the way strategy is carried out within businesses.
| Original language | English |
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| Publisher | University of Edinburgh Business School |
| Volume | 10_01 |
| ISBN (Print) | 978-1-906816-16-2 |
| Publication status | Published - 2010 |
Publication series
| Name | University of Edinburgh Business School Working Paper Series |
|---|