Organizational Resources and Capabilities: Applying Concepts and Tools
The differences between analytical/planned and emergent approaches
There are various approaches towards a certain problem or strategy. Some approaches could fit in a given situation and not in another. Analytical/planned and emergent approaches have some differences as well as benefits and drawbacks. Analytical approach is that in which the vision, objectives and intentions of a firm are clearly stipulated and made known to the actors or staff as a way of realizing a certain outcome. It requires a clear vision, plans as well as formal controls aimed at enforcing them in a predictable environment. In this approach, external factors such as advancement in technology and change
…show more content…
The business world is ever evolving and market forces keep on changing. The emergent strategies are usually as a direct response to market forces. These could be aspects such as changes in consumer preferences and practices of competing businesses. This means that emergent strategy allows a business to offer what is actually needed in the market. The flexibility to embrace new strategy for the benefit of the organization is a major plus for the emergent approach. It is however worth noting that a blend of both analytical and emergent approaches sounds more favourable. Initially, there is need for leadership to set up a vision that is supposed to direct its employees as well as a plan to accomplish the same. In addition, it is essential that the strategy is in a position to respond to external stimuli (Hill, Jones & Schilling, 2014). It is therefore advisable to adapt an all-inclusive approach, which is partially emergent and partially …show more content…
It also gains stakeholders’ support.
The emergent approach is also not without some benefits when it comes to managing an organization as well as getting support from stakeholders. For instance, it provides a high degree of responsiveness and flexibility. It is therefore possible to adjust patterns according to realized outcomes associated with present actions. Its adoption thus offers the stakeholders with the required flexibility to fine-tune their behavioural patterns as dictated by the feedback obtained from different courses of action. The less rigid approach goes a long way in legitimizing the participant’s actions as they take pleasure in the advantage of experimenting with different courses of action with an aim of establishing the one that that may lead to the realization of anticipated objectives (Bodwell & Chermack,
Emergent leaders are leaders that develop over time by their constant contributions, frequent presence, and continuous progress as the group grows and becomes stronger. Leaders are most effective when their style matches their followers’ maturity and readiness. These leaders rise to the occasion when no one else is mature, confident, or competent enough to do so. An emergent leader practices the art of putting themselves in situation others do not wish to be in. Then when the task is complete, these leaders step back down and rise once they are needed again. For example, when working in a group on a project, one student may take the roll of the leader. Shortly after, this leader realizes they do not understand
. The traditional strategic planning model always matches the model of strategy making, and its goal is to obtain a relationship between internal resources and abilities and external opportunities and threats. However, this attitude can cause overemphasis on existing resources and current opportunities. On the other hand, the strategic intent can lead managers concentrate on establish new capacity to explore further opportunities.
An official approach for managing change that starts with the leadership team and then engages key stakeholders and leaders should be developed near the beginning, and modified frequently as change moves through the organization. Since change is intrinsically unsettling for people at all levels, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must accept the new approach...
An emergent strategy is based on actions in which the team working under that strategy is not directly related to the goal of the business or event. In addition, it is a strategy that is flexible and can be modified according to the necessities. In contrast, a team that uses a planned strategy has to go through a roadmap already preset and follow the steps in order to motivate others to take the actions the team wants. Therefore, these strategies have to be applied to a specific situation. To help with the Haiti earthquake, the emergent strategy is the adequate one. The planned strategy serves better the purpose of Vinay and Sameer case. Now, if we talk about the better use of technology such as social media, it serves equally both strategies because both need to benefit from the wide spectrum of social
Every entrepreneur and business owner have the same dreams to own successful businesses, revolutionize the marketplaces, and develop high quality life for each generation. Leaders are trailblazers in their companies and no one know the internal structure and company current situations like they do; therefore, they have responsibility to think deeper for their companies’ strategies. As Cynthia Montgomery illustrates in the book, The Strategist, “A great strategy is more than an aspiration, more than a dream: It’s a system of value creation, a set of mutually reinforcing parts. Anchored by a compelling purpose, it tells you where a company will play, how it will play, and what it will accomplish.” An appropriate strategy is the most important
Another problem organizations may face in the area of change are the various phases that must be experienced. The leaders often do not consider the past, present, and future at the same time. This is a mistake because they must know the age, size, and stage of revolution the organization is experiencing (Greiner, 1998). Since they are living organisms, organizations must go through various phases of growth and development. Leaders who are aware of the development stage are able to work with it, but must not rush or skip any stage (Greiner,
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
• Strategic management is fluid and complex. Change creates original combinations of conditions requiring shapeless non-repetitive responses.
The strategic management process implies sequential and interrelated activities, situation analysis (scanning and evaluating the current organizational content and internal environments), strategy formulation (developing and then choosing appropriate strategies), strategy implementation (putting strategies into action), and strategy evaluation (evaluating the implementation and outcome of strategies), leading to some outcome. These interrelated activities result in a set of strategies the organization uses in doing business. To manage strategically means to analyze the current situation, develop appropriate strategies, putting those strategies into action and then evaluating and changing those strategies as needed. The three main types of
Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2008). Crafting & executing strategy: The quest for competitive advantage (16th ed.). New York: McGraw-Hill Irwin.
Thompson, A.A., Strickland, A.J., & Gamble, J. E. (2010). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases: 2009 custom edition (17th ed.). New York: McGraw-Hill-Irwin
There are different types of strategic planning that are currently in use, since this is a widely debated area of management. However, it is concluded that there are two main schools of thought, the prescriptive approach or the emergent approach (Lynch, 2012). As defined by Lynch, (2012) prescriptive strategic planning is the term given to a strategy whereby the objective of the strategy is defined in advance and the main elements are designed and develop...
...epends on a disciplined strategy customized to the needs, size and culture of an organization. First, determine what type of innovation I hope to achieve with my organization. Understanding what my organization needs are very important in developing the new product development process. I must set specific for ideas that should be continued or dropped. I have to develop multiple versions of my road map scaled to suit different types and risk levels of projects.
Strategic renewal is another desired outcome of corporate entrepreneurship. The new economic order and business environment has created a pace of change which requires businesses to adapt more frequently and rapidly than ever before. The changes could involve corporate structure, mergers and acquisitions, addressing new market opportunities, changing product portfolios, repositioning, adapting infrastructure, or adopting new technology. Managers in an organization must be able to take stock of its situation under changing market conditions and agree on a coherent new strategy that will meet the challenges of the present as well as of the future.
It is only after a firm overcomes its competitors that it can achieve its goals and objectives, especially with regard to its returns. Through strategic scaffolding, an organization is able to construct and reconstruct its strategies with the emerging trends within the industry. This can be prompted by unavoidable changes such as technological revolution and globalization, new entrants among other forces. Therefore, these new factors should not lure the organization into changing the goals, but on the contrary, should slightly change the way to reach the goals. Most organizations are unable to create a long-term strategy that would last over five years, and over that period, the new forces it to change the course to reach the same destination.