Strategies Case

In most occurrences, emergent strategies are realized from persons in organizations who respond directly to the forces in the market. Emergent strategies have several advantages that can be highlighted. Its direction reflects shifts in consumption order sizes, practices in competitor businesses and tastes. Essentially, the benefits derived from emergent strategies are that they lead businesses to offer what is actually required in the market rather than what the executives or owners believes or thinks the market demands (Mintzberg and Waters, 1985). For emergent strategies to be effective, they do not require that organizations maintain their flexibility and particularly at the executive or owner level toward embracing the new strategy.

There are instances where emergent strategies are effective and appropriate in specific kinds of organizations and in certain forms of competitive and environmental conditions. There are also those times when emergent strategies are crucial in tackling specific kinds of challenges. Where there is an increase in pace of change in environments of business landscape, propelled by fast cycling in technical innovation and consumer interests suggesting that tolerance in emerging strategies may be required to turn inherent in all businesses. Executives and business owners require remain cautious regarding reading emergent strategies into patterned behavior to solve specific problems. It is crucial to not that emergent strategies assist where shifts in strategic positions of the organization due to middle level decisions may result from poor and uninformed decision making at this level.

Commenting on Rosabeth Kanter's use of improvisational theater as a metaphor for emergent and flexible strategy, one realizes to some extent this approach fails to advocate huge plunges into totally new environments, it is everything but conservative.

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