The incremental model has not been developed by...

Select one:

a. Strategies that seek innovation and an entrepreneurial spirit.

b. The observation of 10 companies that developed strategic changes.

c. The implementation of strategies used in other companies that have been successful.

d. The theoretical study by Quinn.

THE INCREMENTAL MODEL 6. In light of what we have already said about the development of strategy and logical incrementalism, it would be a mistake not to mention the incremental model of James Brian Quinn (1980 - 1985). In his work, he develops a unique vision of the process of establishing a strategy, based on a series of interviews conducted with some of the most renowned corporations in the United States and Europe. According to Quinn, a strategy is defined as a directed and interactive learning process in which the manager gradually generates a strategy in his own mind and prepares the organisation to accept it. This often means that the most successful strategies are not formulated due to a rational planning process, but as a result of an intuitive and learning process. In his work, in which he describes how ten major companies brought about important changes in the strategy field, Quinn states that these strategies emerge from an incremental process, in addition to having a clearly intentional character. Quinn claims that logical incrementalism if managed correctly, allows organisations to combine the contributions of rational and systematic analysis with the processes of organisational behaviour. In addition, it allows achieving connection and identity with new directions, as well as dealing with power relations and individual behaviour needs

This model gives the possibility of using all the computer and analytical data available in the company more effectively, thus allowing the definition of the main line of action for the organisation. When it comes to benefits, the incremental model enables businesses to: 1. Enhance the quality of information used in corporate strategic decisions. 2. Put in order the needs of the subsystems with which some decisions tend to be taken. 3. Overcome the political pressure of the moment and adapt to change in any strategic meeting. 4. Build knowledge and understanding related to organisation, as well as all the necessary factors for effective implementation. 5. Reduce the uncertainty surrounding decisions, taking into account the learning between the company and other elements that may affect it. 6. Improve the quality of analysis and strategic options, avoiding potentially incorrect decisions. Finally, it should not be overlooked that Mintzberg, also defends the ideas presented by Quinn. However, both approaches present an interesting difference. Although they both agree that the strategic process is the result of evolution and learning, Quinn tends to place more value on the role of the main executive and the management team in general, considering the central strategy. On the contrary, Mintzberg attaches more importance to other elements that can introduce the strategy into the hierarchy.