- The process of strategy. The literature and practice on strategic management are extremely rich and complex, and the efforts of Mintzberg, Ahlstrand and Lampel (2001) have brought order to the field of strategic management. The design school, planning esperanto leads school, positioning school and entrepreneurial school, cognitive school, learning school, power school, cultural school, environmental school and structural school have explored the complex space of the strategic formation process from various perspectives. Strategic formation is a process of judgment and design, a process of intuitive imagination, and a process of natural learning; it is both eternal and changing; it involves both personal cognition and social interaction, mutual coordination, and mutual conflict; it must first be analyzed, then planned, and must be negotiated in between; and all of these must be responses to the environment.
Whether strategy is viewed as a plan, model, positioning, concept, or strategy, people always use a certain model in the research and practice of strategic management. In reality, optimized practice is often more effective than sophisticated theory. The mixture of various schools of thought has become a popular symbol. Although the widely accepted comprehensive strategic management model cannot guarantee the success of an enterprise, it does clearly describe a practical process and method for formulating, implementing, and evaluating strategies, and also integrates the ideas of multiple schools of thought.