3. Learning Objectives Understand how strategy is made Understand the difference between intended and realized strategy Understand the need for a balance between strategic design and emergence
4. Pattern in a stream of decisions (Mintzberg, H. & Waters, J.) How does Strategy form in Organizations?
5. Overview of Deliberate vs. Emergent Strategies Deliberate Strategy Planned Entrepre-neurial Ideological Umbrella Emergent Strategy Process Unconnected Consensus Imposed
6. Planned Formal plans Precise intentions Central leadership Controllable & predictable environment Entrepreneurial central vision Vision of single leader Adaptable to new opportunities Types of Strategies (detailed)
7. Ideological Shared beliefs Intentions as collective vision Proactive organization Umbrella Leadership in partial control Defined strategic boundaries or targets Types of Strategies (detailed)
8. Process Origination in Process Leadership controls process aspects of strategy Unconnected Most straightforward „doing your own thing“ approach Types of Strategies (detailed)
9. Consensus Mutual adjustment Not driven by any intentions of a central management Imposed Forced by Environment or outside individual Most emergent Types of Strategies (detailed)
11. More Case Studies Google China Entry? Westin Heavenly Bed? Honda US Entry?
12. Environment becoming more and more unpredictable Both important Do not limit yourself to what is already known or understood Create an environment where mistakes are tolerated Take Aways „We shall get nowhere without emergent learning alonside deliberate planning“
13. Mintzberg, H., Waters, J. „Of Strategies Deliberate and Emergent“, 1985 http://www.flatworldknowledge.com/node/29041#web-29041 http://pdfcast.org/pdf/strategic-management Hill, C. & Jones, G. “Strategic Management, an integrated Approach” Wikipedia, http://en.wikipedia.org/wiki/Westin_Hotels http://www.managementaccountant.in/2008/05/honda-50cc-bikes-story-of-imposed.html References
