TY - JOUR
T1 - John Lewis Partnership lessons in logical incrementalism and organic growth
T2 - A case study and interview with the Chairman, Mr Charlie Mayfield
AU - O'Regan, Nicholas
AU - Ghobadian, Abby
PY - 2012/2/17
Y1 - 2012/2/17
N2 - Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented in an organisation with an unusual ownership model. Partnerships are not a prevalent form of ownership but as this case demonstrates they can be extremely effective. Furthermore this case demonstrates how logical incrementalism can be used to implement major strategic decisions. Design/methodology/approach – The paper draws on company documentary evidence and a semi-structured interview with Mr Charlie Mayfield, Chairman of John Lewis Partnership. A chairman has a helicopter view of business whose perspectives are rarely captured by strategy researchers. This case study offers an insight into strategic thinking of a chairman and chief executive of a successful company. Research limitations/implications – The case study and interview offer a unique insight into the rationale behind strategic decisions within a successful partnership that has grown organically in a highly competitive retail market without high gearing. Originality/value – This case study sheds light on strategic moves within partnership. Furthermore, very few case studies offer insight into the thinking of a chief executive who has successfully managed a business in a turbulent environment.
AB - Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented in an organisation with an unusual ownership model. Partnerships are not a prevalent form of ownership but as this case demonstrates they can be extremely effective. Furthermore this case demonstrates how logical incrementalism can be used to implement major strategic decisions. Design/methodology/approach – The paper draws on company documentary evidence and a semi-structured interview with Mr Charlie Mayfield, Chairman of John Lewis Partnership. A chairman has a helicopter view of business whose perspectives are rarely captured by strategy researchers. This case study offers an insight into strategic thinking of a chairman and chief executive of a successful company. Research limitations/implications – The case study and interview offer a unique insight into the rationale behind strategic decisions within a successful partnership that has grown organically in a highly competitive retail market without high gearing. Originality/value – This case study sheds light on strategic moves within partnership. Furthermore, very few case studies offer insight into the thinking of a chief executive who has successfully managed a business in a turbulent environment.
KW - Decision making
KW - Logical incrementalism
KW - Organic growth
KW - Retailing
KW - Strategic decisions
KW - Strategic innovation
KW - Strategic leadership
KW - Strategy
KW - United Kingdom
UR - http://www.scopus.com/inward/record.url?scp=84986318201&partnerID=8YFLogxK
UR - https://www.emerald.com/insight/content/doi/10.1108/17554251211200473/full/html
U2 - 10.1108/17554251211200473
DO - 10.1108/17554251211200473
M3 - Article
AN - SCOPUS:84986318201
SN - 1755-425X
VL - 5
SP - 103
EP - 112
JO - Journal of Strategy and Management
JF - Journal of Strategy and Management
IS - 1
ER -