Is Strategy Analysis Only for Deliberately Strategies?

Strategy Analysis > Forum Log in

Is Strategy Analysis Only for Deliberately Strategies?
Gandhi Heryanto, Director, Indonesia

As we know, there are two kinds of theory about strategy, namely the deliberate strategy approach from Porter and the emergent strategy approach from Mintzberg. The last is the view that strategy emerges over time as intentions collide with and accommodate a changing reality. Emergent strategy is a set of actions, or behavior, consistent over time, a pattern of realized actions that was not expressly intended in the original planning of strategy.

Because strategy analysis seems more related to the planning process on formulating a strategy, my question is whether the emergent approach strategy will also require strategy analysis (strategy validation, check) as described in the strategy analysis knowledge center?

Strategy Analysis Makes your Emergent Strategy Visible
Bernhard Keim, Business Consultant, Germany
The problem I have with Emergent Strategy is a very simple one: it heroizes past successes by putting the tag "strategy" on it. It might declare past actions as well founded and mingles successful tactics with deliberate strategy, e.g. being more customer oriented delivers better results.
But I wouldn't call this a strategy even if it delivers success. Strategy is a bigger beast. Emergent strategy is made out of a lot of small bits, that form to a better picture. But from time to time you have to catch it, challenge its limits and work out its hidden potential. That is where strategy analysis (validation, check) can come in.

Strategy Analysis Should Lead to Future Capture
Kailash Chandra Mishra, Management Consultant, India
In the dimension and trajectory we are operating in, strategy analysis can't be confined to Porter or Mintzberg compacts. Strategic drivers accelerate to attain disruptive velocities with shifting destinations. Now understanding of strategy lies in defining all that is possessed as wealth but all accretions are from unattached generations of future. But one need not have pre-existing wealth to capture the unattached future.
Can we create a conceptual framework as disruptive as the phenomenal world to which it seeks to leap?

Editor: Please note we are discussing strategy analysis (~strategy validation, check, second opinion) here, not strategic analysis (~developing an informed understanding of external environment and firm's capabilities).

Validation of Emergent or Deliberate Strategy
Ian van Jaarsveld, Strategy Consultant, South Africa
If there isn't any research/validation within any strategic process or framework that is initially adopted, this would in my opinion, create additional chaos, confusion and waste of time. Brainstorming at the outset is designed to result in a somewhat chaotic lack of order.
It is the strategic process that through research and initial validation, creates order from the chaos and results in an emergent strategy that hopefully results in certain direct (deliberate) strategies. Because the DNA of the strategy process is about constant review, checks, balances and validation, validating the strategy therefore is imperative to whatever approach is adopted or designed.

gerson perez, Strategy Consultant, Colombia
I think the emergent apparent always requires strategy analysis... But the assessment does not always have to happen within the formal structure of the organization.

Deliberate, then Observe what Emerges
edward sevume, Other, Sweden
I am afraid to say that in the rear-view mirror, we could regard everything happening in the past, actions of groups etc. as strategy. That would provide us with a wobbling assumption that we were acting consciously with mapped out strategies (it could be the case).
I would prefer deliberating and then review to find out what happened afterwards, lessons learned etc. This way, we could talk about emerging observations that we could term as strategies. But all along, doing deliberations.


    Do you wish to study further? You can learn more from the summary, forum, discussions, lessons, courses, training, instructions, expert tips, best practices and education sources. Register.  

Special Interest Group Leader
Bernhard Keim
Business Consultant

More on Strategy Analysis
Best Practices

Expert Tips


About 12manage | Advertising | Link to us | Privacy | Terms of Service
Copyright 2016 12manage - The Executive Fast Track. V14.1 - Last updated: 24-10-2016. All names tm by their owners.