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Emergent strategy - Coggle Diagram
Emergent strategy
Types of strategy
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Entreprenuerial
Commences with intention and vision, but will be subject but will be subject to the vagaries of the mind of the entrepreneur
Ideological
Driven by strong beliefs and/or culture with the intent to influence or structure conformance to ideals; deliberate and formulaic but subject to the views of the leaders
Umbrella
Broad boundaries within which a range of different types of strategy may exist; ultimate intent being built around commonality of vision but open to many emergent influences
Process
Expectation that a particular route will be followed within certain process boundaries but allowing people some flexibility of operation within the boundaries
Unconnected
A breakaway from the norm by part of an organisation, initially emergent but likely to form its own deliberate structure to enable the break to happen
Consensus
Strategy from discussion and agreement between two or more people; by its nature this is largely emergent
Imposed
An autocratic imposition of the required end result but often with flexibility to enable different approaches to successful achievement of the goal
Context, content and process
Pettigrew & Whipp (1991) purport that all strategic change takes place within a threefold context as a result of the inextricable linkage that exists between strategic change and competition
The content of the planning process requires a strategic vision, a strategic plan and an implementation plan. These will identify how and why certain products and/or markets have been chosen; the underlying objectives and assumptions; a range of targets; and methods of evaluation success
The context will consider the people; the organisational culture; the internal and external politics; the resources available; and the performance rewards for the stakeholders involved
The process will consider the available and required leadership; the identity of the change managers; the communication routes required; change impact analysis and projection of the perceived route to deliver the strategy
What causes the emergence of different strategic ideas or the alteration of a strategic requirement?
People
Someone leaves or joins the organisation or the team; someone changes their mind or opinion about an existing process
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Integrative thinking
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This allows us to focus on the way that the brain as a system deals with the other systems that surround us, and within which we have to operate.
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All strategy is initiated through rational intention. Mintzberg describes this as intended strategy. This progresses in two different directions
Some of the intentions will not succeed, these are referred to as non-realised strategy
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Change that evolves without a rational plan or as a result of the changes in the parameters that have helped in the construction of a rational plan
During the route from intended to realised, the deliberate strategy will often come under significant influence from emergent strategies