Usuario:Renamu8/Strategyasanemergentprocess

Strategy as an Emergent Process

Strategy as an Emergent Process means a planning model that does not belong to the already structured planning processes. Emergent strategies are the unplanned responses to unforeseen circumstances. ​

Definition

Henry Minztberg developed a model of strategy that provides a better view of what strategy actually is

Strategies as an Emergent Processes arise from self-directed actions by singular managers deep within the organization and they are not the result of formal planning mechanisms. Henry Mintzberg developed a criticism to the traditional planning models. He argued, many planned strategies are unrealized due to the unpredicted changes in the market environment.​ The concept of the need of a strategic planning becomes obsolete, because the whole process of planning, control, execution and evaluation of the results can not be fully realized. The three main approaches that criticized the rational planning model of strategy are: serendipity, the role of lower-level managers and the unpredictability of the real word.​

Serendipity

Serendipity is an English term that is referred to the discovery of something magnificent in an accidental way. ​ Situations which were not expected but the results are much more benefits than the planned ones. There are many cases in which, successful companies were not the result of a well-structured strategic planning, but a positive unexpected situation, that worked. Serendipity involves luck, it cannot be predicted when or how it is going to happen. Serendipitous discoveries and events can open all sorts of profitable avenues for a company.​

The role of lower-level managers 

Managers plays an important role inside a company. They are responsible of making decisions in order to accomplish certain goals that the firm pursuit, through strategies already planned. However, self-directed actions may be particularly important to help companies deal with events that change the dominant paradigm in an industry.​ Top-Level Managers are often unable to see thing from a different perspective because they are strongly linked to the established strategy and current situation of the company. While Lower-Level Managers are better on promoting new technologies and strategies, because they likely to engage in a non-routine task at their own initiative.​ Mintzberg calls these attitudes proactive reactions, which means turning problems and crisis into opportunities. ​

The business environment is so unpredictable as the weather in half the world

The unpredictability of the real word

The real word in business is uncertain, complex, and ambiguous. It is constantly changing, so companies have the need to respond quickly in order to change their strategies to adapt to the business environment. Unpredictability in competitive strategy is expensive​ . Companies sometimes have to change their business model in parallel to the circumstances. Unpredictability makes it imperative for managers to be in a position to make good decisions about which strategic posture they should adopt to face this uncertainty effectively.​

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