Page 79 - PRAGMATIC STRATEGY

Mintzberg identified a distinction between intended and realised

strategies that are a continuum from purely deliberate to purely

emergent strategies.

o Intended Strategies: the desired direction formally planned that

may have included the allocation of resources, control systems,

organisational structure and any other elements required to

implement that plan.

o Realised Strategies: what the organisation actually realised in the

implementation of the strategy.

o Emergent Strategies; strategies that emerge as an outcome of

the strategic implementation process that fits within the strengths

of the management team.

The outcome from implementing strategy can be surprising — no

matter how well it was planned. The power and influence of the internal

organisational culture and the external environment cannot be

underestimated. Strategic drift may occur when the organisation is

unable to keep pace with on-going environmental change. There is no

one best way to approach strategic development; rather it is usually a

result of a mix of approaches.