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A year ago, in a course seminar, one of my learners told me that their organization does not have a strategy. They, in practice, have what we call an emergent strategy.
Emergent strategies do not come up from strategy retreats or top-down planning process of their leaders.
It comes from continuous patterns of behaviors, inclinations, and moves that stem from an adaptive understanding of the competitive field and the resultant effects to products, services, and priorities. Smaller organizations rely on their yearly assessment to generate the kind of strategic knowledge they need to maintain their ordered disorder. More of a 'gut thinking' than a reliance to a formal systematic cognitive process.
However, emergent does not mean not being able to define, articulate, and leverage your strategy to be able to win against competition or survive in tough times. A strategy is like an arrow in a skilled marksman. It's sharp, unyielding, and produces the intended impact, whether to defend oneself or make a ruckus. Be intentional with your target, because as "the arrow chases the target, the target chases the arrow." - Paolo Coelho.
You can be precise but completely wrong, instead adjust as you build.
If you're interested to deep dive into your strategy, change, and engagement issues, reach out to me at email@example.com. Don't wait for the perfect time, situation, or budget.Read More