Respond to classmates
Deliberate strategies are the original plan of what the company wanted to do and how they are going to achieve it. An emergent strategy is something that can be discovered during the initial execution and can provide new ways of making the goal or new areas of opportunities.
Future planning for an organization may not go along to how they had anticipated that it might go, but the important part is that the origination succeeds. The markets, consumers, and the environments of the organization will continue to develop and evolve in different ways, and it is essential for the company to be able to embrace the potential changes and do what they feel is the right thing to do to keep up with the possible changes. In the long run it is crucial for an organization to be able to continue to innovate and expand in order to remain successful. In today’s world, it is essential for companies to stay flexible and learn from what has developed from the markets to have a knowledgeable workforce.
A potential downfall to emergent strategies is to continue to encourage developing and learning where deliberate strategies do not support such things (Abraham, 2012). Orgnazaiotnal change should not just be implemented whenever someone feels like it, it should be when it is needed, but it is essential to be able to find the balance within the two. By ignoring emergent strategies, this can hinder the profits and success of an organization by not adapting to what is going on around them, and instead sticking to the original plan that did not plan for such occurrences.
Abraham, S. C. (2012). Strategic Management for Organizations. San Diego, CA: Bridgepoint Education, Inc.
Amanda Hoffman
A deliberate strategy is a strategy that has been well thought out, planned and executed . In contrast an emergent strategy is a strategy that the organization uses when there is a breakdown in the deliberate strategy. Our text book stated “As the deliberate strategy is executed, a pattern may emerge that was not intended when the strategy was first proposed. Actions that were taken one at a time take on a cumulative effect and become a strategy.” (Abraham, 2012). Often the actions that take place during the emergent strategy allow the organization to learn what works and what does not work for the organization.
The consequences of an organization ignoring emergent strategies could be the opportunity to identify the flaws in its planning processes. They may also miss out on taking advantage of the input from the new strategies.
Abraham, S. C. (2012). Strategic Management for Organizations. San Diego, CA: Bridgepoint Education, Inc.
