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How did Forest become successful?<br />
	Learning Objectives <br />Understand how strategy is made<br />Understand the difference between intended and realized st...
Pattern in a stream of decisions (Mintzberg, H. & Waters, J.)<br />How does Strategy form in Organizations?<br />
Overview of Deliberate vs. Emergent Strategies<br />Deliberate Strategy<br />Planned<br />Entrepre-neurial<br />Ideologica...
Planned<br />Formal plans<br />Precise intentions<br />Central leadership<br />Controllable & predictable environment<br /...
Ideological<br />Shared beliefs<br />Intentions as collective vision<br />Proactive organization<br />Umbrella<br />Leader...
Process<br />Origination in Process<br />Leadership controls process<br /> aspects of strategy<br />Unconnected<br />Most ...
Consensus<br />Mutual adjustment<br />Not driven by any intentions <br />of a central management<br />Imposed<br />Forced ...
How did Forest become successful?<br />
	More Case Studies<br />Google China Entry? <br />Westin Heavenly Bed?<br />Honda US Entry?<br />
Environment becoming more and more unpredictable<br />Both important<br />Do not limit yourself to what is already known o...
Mintzberg, H., Waters, J. „Of Strategies Deliberate and Emergent“, 1985<br />http://www.flatworldknowledge.com/node/29041#...
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Deliberate vs. Emergent Strategies

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Deliberate vs. Emergent Strategies

  1. 1.
  2. 2. How did Forest become successful?<br />
  3. 3. Learning Objectives <br />Understand how strategy is made<br />Understand the difference between intended and realized strategy<br />Understand the need for a balance between strategic design and emergence<br />
  4. 4. Pattern in a stream of decisions (Mintzberg, H. & Waters, J.)<br />How does Strategy form in Organizations?<br />
  5. 5. Overview of Deliberate vs. Emergent Strategies<br />Deliberate Strategy<br />Planned<br />Entrepre-neurial<br />Ideological<br />Umbrella<br />Emergent Strategy<br />Process<br />Unconnected<br />Consensus<br />Imposed<br />
  6. 6. Planned<br />Formal plans<br />Precise intentions<br />Central leadership<br />Controllable & predictable environment<br />Entrepreneurial <br />central vision<br />Vision of single leader<br />Adaptable to new opportunities<br />Types of Strategies (detailed)<br />
  7. 7. Ideological<br />Shared beliefs<br />Intentions as collective vision<br />Proactive organization<br />Umbrella<br />Leadership in partial control<br />Defined strategic boundaries <br />or targets<br />Types of Strategies (detailed)<br />
  8. 8. Process<br />Origination in Process<br />Leadership controls process<br /> aspects of strategy<br />Unconnected<br />Most straightforward<br />„doing your own thing“ <br />approach<br />Types of Strategies (detailed)<br />
  9. 9. Consensus<br />Mutual adjustment<br />Not driven by any intentions <br />of a central management<br />Imposed<br />Forced by Environment or <br />outside individual<br />Most emergent<br />Types of Strategies (detailed)<br />
  10. 10. How did Forest become successful?<br />
  11. 11. More Case Studies<br />Google China Entry? <br />Westin Heavenly Bed?<br />Honda US Entry?<br />
  12. 12. Environment becoming more and more unpredictable<br />Both important<br />Do not limit yourself to what is already known or understood<br />Create an environment where mistakes are tolerated<br /> Take Aways<br />„We shall get nowhere without emergent learning alonside deliberate planning“<br />
  13. 13. Mintzberg, H., Waters, J. „Of Strategies Deliberate and Emergent“, 1985<br />http://www.flatworldknowledge.com/node/29041#web-29041<br />http://pdfcast.org/pdf/strategic-management<br />Hill, C. & Jones, G. “Strategic Management, an integrated Approach”<br />Wikipedia, http://en.wikipedia.org/wiki/Westin_Hotels<br />http://www.managementaccountant.in/2008/05/honda-50cc-bikes-story-of-imposed.html<br /> References<br />

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