CHAPTER 7
The Dynamics of Controlling Strategy
Previous chapters have laid out basic assumptions, described the control levers, and illustrated how top managers use these levers to drive change. Each control lever was differentiated as much as possible to highlight its unique characteristics and attributes. Now that we have considered each separately, an important proposition can be stated: Control of business strategy is achieved by integrating the forces of beliefs systems, boundary systems, diagnostic control systems, and interactive control systems. The power of the control levers does not lie in how each is used alone but rather in how they complement each other when used together. The interplay of positive and negative forces generated ...
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