Strategic pivoting: how organizations can shift attention whatever their size

Abstract

Purpose Strategic pivoting, the decision to invest in shifting the attention of an organization, is no longer limited to early-stage organizations and entrepreneurs but has, without a discussion of complications, been applied to large corporations and public agencies. Design/methodology/approach This conceptual paper defines strategic pivoting, highlights the centrality of pivoting in new and entrepreneurial organizations and critically examines its application as a strategy fostering organizational agility in corporations. Findings Pivoting in the corporate context complicates the ease of executing an attention shift by introducing a path-dependent momentum that requires modification of the time horizon, stakeholder strategy and the frequency of pivoting. Practical implications This comparative examination of pivoting highlights the importance of organizational size, complexity, degree of specialization and path-dependent history when deciding to pivot. Originality/value The present ease with which the strategic pivot is treated as an adaptive strategy to corporate leaders seeking greater flexibility overstates the ease of execution.