‘Fail Fast, Start Over’ The improvisational mindset substituting for formal strategies

Abstract

In contemporary volatile organizations, formal strategies are argued no longer deemed sufficient in dealing with an ever-changing environment. In this article, it is being investigated how organizing unfolds in a turbulent and dynamic organization, in the absence of explicit strategies. This is carried out by following a case company going through a major transformation, venturing into a new market. Drawing upon the organizational improvisation (OI) framework, it is being illustrated how improvisation and confidence can substitute for formal strategies and enable creativity and action, in turn leading to a self-fulfilling prophecy. To enable this way of working, it is being indicated how a mental model of operating, allowing for emergence, is adopted throughout the organization. However, a dilemma with OI is presented, in the occurrence of too much improvisation. Further illustrating the complexity of OI, a low degree of formal structures can indeed enhance freedom and creativity, however, it may also be a way of keeping control – to secure a constant search for new ideas – ensuring an evolving company.