Deliberate and emergent_strategy

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Deliberate and emergent_strategy

  1. 1. STRATEGIC MANAGEMENT 11 SESSION 4: DELIBERATE AND EMERGENT STRATEGIES
  2. 2. Realised strategy Intended strategy Deliberate Strategy Unrealised Strategy Emergent Strategy DELIBERATE AND EMERGENT STRATEGY Actions
  3. 3. <ul><li>ENVIRONMENTAL COMPLEXITY </li></ul><ul><li>ENVIRONMENTAL STABILITY </li></ul><ul><li>INTENTIONS </li></ul><ul><li>CONTROL MECHANISMS </li></ul><ul><li>STRATEGIC LEARNING </li></ul>DELIBERATE AND EMERGENT STRATEGIES: KEY THEMES & ISSUES
  4. 4. DELIBERATE & EMERGENT STRATEGIES <ul><li>INTENDED OR PLANNED STRATEGY </li></ul><ul><li>ENTREPRENEURIAL </li></ul><ul><li>IDEOLOGICAL </li></ul><ul><li>UMBRELLA </li></ul><ul><li>PROCESS </li></ul><ul><li>UNCONNECTED </li></ul><ul><li>CONSENSUS </li></ul><ul><li>IMPOSED </li></ul>
  5. 5. KINDS OF STRATEGIES … Imposed ?????????? Dictated Imposed Diverse May be absent Converged Concensus Diverse Mutual adjustment Defined by units Disconnected Diverse Process Defined by units Process Diverse Budgets Targets Umbrella Proactive Shared values Collective Ideological Selected Personal Unarticulated Entrepreneurial Predictable Formal Precise Planned ENVIRONMENT CONTROL INTENTIONS TYPE
  6. 6. IMPOSED STRATEGIES <ul><li>STRATEGY IS IMPOSED FROM OUTSIDE </li></ul><ul><li>EVIRONMENT DOMINATES </li></ul>
  7. 7. <ul><li>DELIBERATE </li></ul><ul><li>PREDICTABLE ENVIRONMENT </li></ul><ul><li>STRESSES ACTION </li></ul><ul><li>CENTRAL DIRECTION & CONTROL </li></ul><ul><li>EMERGENT </li></ul><ul><li>UNPREDICTABLE ENVIRONMENT </li></ul><ul><li>LEARNING WHAT WORKS </li></ul><ul><li>COLLECTIVE ACTION AND CONVERGENCE </li></ul>DELIBERATE EMERGENT
  8. 8. STRATEGIC LEARNING <ul><li>ADAPTATION </li></ul><ul><li>ROLES OF MANAGERS </li></ul><ul><li>OPENNESS TO NEW INFORMATION </li></ul><ul><li>BOTTOM UP PROCESSING </li></ul><ul><li>FLEXIBILITY </li></ul><ul><li>RESPONSIVENESS </li></ul><ul><li>PARTICIPATIVE </li></ul>
  9. 9. Realised strategy LEARNING TO MAKE STRATEGY Intended strategy Deliberate Strategy Unrealised Strategy Emergent Strategy
  10. 10. REFLECTIONS ON THE HONDA CASES <ul><li>CAN YOU DRAW A STRATEGIC WEB OF HONDA’s STRATEGY MAKING PROCESS? </li></ul><ul><li>WHERE WOULD YOU PLACE HONDA ON THE SPECTRUM OF DELIBERATE AND EMERGENT STRATEGIES? </li></ul><ul><li>WHERE WOULD YOU LOCATE THEM WITH RESPECT TO THE FOUR Ps </li></ul>

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