Mintzberg, H. and Water, J. A.

1985:257-272
DELIBERATE AND EMERGENT STRATEGY
Session 7
Mintzberg, H. and Water, J. A.
1985:257-272
Why look at this?
To give you some of the vocabulary of strategy.

To get you to think about the wider picture of how
strategy can evolve in a range of ways, depending on
the context and people.

Smaller businesses grow bigger and bigger businesses
need a different approach.

Know what approach you prefer.
Mintzberg, H. and Water, J. A. 1985:257-272
Of Strategy, Deliberate and Emergent Strategic Management Journal
Deliberate and Emergent
Strategy is an organisations plan for the future. Its a
way of establishing the long range goals and action
plans for implementation.

A strategy is a pattern in a stream of decision (as
opposed to a random series of behaviours).

What we are looking at the difference between
leaders intentions and what they actually did.

Mintzberg, H. and Water, J. A.
1985:257-272
Whats the difference?
By comparing intended strategy with realised
strategy it is possible to differentiate:
deliberate strategy realised as intended strategy -
from
emergent strategy patterns of consistencies realised
in the absence of intention.

The difference being intention.
Mintzberg, H. and Water, J. A.
1985:257-272
Types of strategy
Intended
Strategy
Deliberate
Strategy
Realised
Strategy
Emergent
Strategy
Unrealised
Strategy
Mintzberg, H. and Water, J. A.
1985:257-272
Pure Theory
Pure Intended
Pure Emergent
To be deliberate:

Precise and clear intentions,
before action is taken.

Shared vision, common to all
actors.

Outcome must be realised as
intended.

To be emergent:

The complete absence of
intention. There must be no
strategy, not just an unrealised
strategy.
Most organisations are somewhere on the continuum.
Mintzberg, H. and Water, J. A.
1985:257-272
Planned Strategy
Leader at the centre, precise intentions exist,
formulated and articulated by the centre.

High level of control and direction.

The environment must be stable and predictable
usually based on industry standard programme.

Long in gestation and then adhered to.
Mintzberg, H. and Water, J. A.
1985:257-272
The Entrepreneurial Strategy
Vision
One individual, the person in control. Has a strong view of the
organisations position in the world.

May articulate the vision, may not, but can impose their vision on
others. Intentions may exist, but may be difficult to identify.

Market must be favourable, probably niche and safe. Might see
this pattern in larger organisation in crisis, where people will
follow the leader.
Mintzberg, H. and Water, J. A.
1985:257-272
The Entrepreneurial Strategy
Vision 1
Vision may have planned as
well as emergent
characteristics. It provides a
general sense of direction,
which may shift as the
entrepreneur spots a new
opportunity.

Adaptability, control,
flexibility providing that
the individual is willing to
learn.

Articulated strategy locks it
in place which is why it
may not be expressed
clearly.
Vision 2
Planned strategy often follow
entrepreneurial strategies.
Mintzberg, H. and Water, J. A.
1985:257-272
Ideological Strategy
A collective vision. This may be many organisations
sharing a common belief system. While in planned and
entrepreneurial strategy emerge from one strong person,
these are embraced by all members.

People will resist changing the strategy, but may look for
different interpretations.

They are highly deliberate.
Mintzberg, H. and Water, J. A.
1985:257-272
Umbrella Strategy
A more relaxed approach, where control may be less tight.

Guidelines are set and boundaries clear, but people have
room to manoeuvre.

From the perspective of the leader, strategies are allowed to
emerge, within the boundaries. This might be seen as
deliberately emergent.

Professional organizations may adopt this approach.
Mintzberg, H. and Water, J. A.
1985:257-272
Process Strategy
Process
content
Influence is indirect, the process is guided, but the
content emergent. Centrally leadership defines the
process, but lets people emerge within it.
Mintzberg, H. and Water, J. A.
1985:257-272
Others
Unconnected with no direction strategy emerges
from enclaves. Strategies are organisationally
emergent, whether deliberate or not.

Consensus strategy originates by consensus, but will
be emergent.

Imposed by the environment, organisation has no
choice, but may internalise it and make it deliberate.
Mintzberg, H. and Water, J. A.
1985:257-272
Why have one?
Encourages entrepreneurs to assess and articulate a
vision.
Ensures that you are auditing the environment and
the organisations capabilities and resources.
May highlight new possibilities and opportunities.
Provides organisational focus.
Guide the structure formation as the business grows.
Guides decision making.
Provides a starting point to set objectives.
Acts as a common language.


Mintzberg, H. and Water, J. A.
1985:257-272