I've been trying to reconcile the apparent tensions between the deliberate and emergent strategy schools of thought. After all, it's a fundamental question at the heart of organizational life today.
Defining deliberate and emergent strategy
The deliberate strategy process is the one with which most people are most familiar if only because it dominated 20th Century organizational life and still does. A senior team reviews the market, the trends, the SWOT, the fruits of R&D, etc., and formulates strategy – where to play and how to win – that the wider organization is then charged with executing. And based on nothing more than atavistic agricultural habits that are now largely irrelevant, we exhibit a predilection for going through this process with a calendar based drumbeat.
Emergent strategy adherents on the other hand insist that such practice is pure fancy. It's divination beyond the realm of even the most cogent, gifted and able senior leadership team. The deliberate strategy process supports C-title egos and little else. Rather, we're better off making the organization sensitive to even the slightest changes, the weakest of signals, and developing an organizational fabric with the agility to react appropriately, to exploit opportunity and close down risk. Read more