What is a deliberate strategy?
The deliberate strategy is the intended strategy that the company plans to implement. This may be formally developed as part of an annual strategy planning process or could be the strategy that a founder intends to pursue when the launch a business.
What is a emergent strategy?
An emergent strategy is the component of a firm’s strategy that forms during the implementation stage. These are changes that the firm makes during implementation.
There are two different forms of emergent strategy:
- Adaptations made in response to environmental changes, differences between expectations and reality, or learning
- Unconcious changes, made without potentially realizing the deviations. For example, if the firm intends to develop certain features or target certain customers, however, due to other demands never gets round to this.
What is a realized strategy?
The realized strategy is the strategy that results due to the combination of the deliberate strategy and the emergent strategy. It is how the firm ultimately ends up competing, including the parts that were intended from the outset as well as adaptations that were consciously/unconsciously made during the implementation stage.
Final thoughts: Recognize that strategies evolve, but be aware of the process
Adapting the strategy during implementation is not necessarily a bad thing – there may be reasons why it makes sense to pivot the strategy. However, it does raise the danger that the firm will start to move in a direction that it did not intend to take. Thus, while there may be a need to adapt your strategy, be aware of how these changes impact your strategy and the basis on which you compete.
Strategic implementation is not easy – this article explores 5 of the most common mistakes that can impact implementation success.
There are times when it is important to adapt your strategy. This article considers some of the environmental changes that can result in the need to pivot.
This article explores the benefits of communicating the strategy within the firm, and how to do so.
This article explores both the case for and against strategy formation being something that should just be CEO should be involved in.
This article examines how a firm’s strategy can be actively used in decision-making to resolve tradeoffs and help make a decision between two choices.
This article explains some of the key reasons for strategic deviation – the causes of firms’ deviation from their intended strategy.
This article considers the importance of coordination to strategy implementation – and the role that strategy can have in achieving coordination.
This article explores key differences between organizational tactics and strategic decisions – and why it is important to have a strategy.
Strategic buy-in is important to successful implementation, but what do you do if employees are skeptical? This article considers ways of convincing skeptical employees.