![]() ![]() When a deliberate strategy is realized, the result matches the intended course of action. Mintzberg argues that strategy emerges over time as intentions collide with and accommodate a changing reality.Įmergent strategy is a set of actions, or behavior, consistent over time, “a realized pattern was not expressly intended” in the original planning of strategy. An emergent strategy or realized strategy differs from an intended strategy. Stowe Boyd just reminded me of Mintzberg’s excellent work defining the other side of the coin, the action side, the adaptability side, the side that grapples with reality – the side of emergence:Īn emergent strategy is a pattern of action that develops over time in an organization in the absence of a specific mission and goals, or despite a mission and goals.Įmergent strategy is sometimes called realized strategy. ![]() But that is only one side of the coin – the planning side. It develops ways to measure progress it is sharp when identifying benchmarks. The map can never be the territory.Ī strategic organization is deliberate in defining its direction. ![]() And it is how we come to a clear agreement on which direction we are going to take. It is the process through which we articulate a clear vision of where we want to go. ![]() A good strategic planning process is one that crystalizes our intention. There is nothing wrong with strategic planning – except when we believe that strategy unfolds as planned. ![]()
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