Analyse the processes used by an organisation to create and implement emergent strategic plans. Describe in detail the extraordinary management and shadow system processes used to support the emergent planning process and ensure that continuous and discontinuous innovation occurs. Include detailed recommendations for improvement.
Please provide detail information about the organization search
Hello. Here is some information about strategic planning that you will find useful in developing an answer.
Here is some background information. I've included references to get you started. You should expand on these concepts as much as possible and be sure to put the text into your own words. References are in APA format.
First, an overview:
"An emergent strategy is a pattern of action that develops over time in an organization in the absence of a specific mission and goals, or despite a mission and goals.
Emergent strategy is sometimes called realized strategy. An emergent strategy or realized strategy differs from an intended strategy.
Mintzberg argues 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 realized pattern [that] was not expressly intended" in the original planning of strategy. When a deliberate strategy is realized, the result matches the intended course of action. An emergent strategy develops when an organization takes a series of actions that with time turn into a consistent pattern of behavior, regardless of specific intentions. "Deliberate strategies provide the organization with a sense of purposeful direction." Emergent strategy implies that an organization is learning what works in practice. Mixing the deliberate and the emergent strategies in some way will help the organization to control its course while encouraging the learning process. "Organizations ...[may] pursue ... umbrella strategies: the broad outlines are deliberate while the details are allowed to emerge within them" (Mintzberg, 1994, p. 23-25; Hax & Majluf, 1996, p. 17).
The above is a direct quote from Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York, NY: The Free Press.
Hax, A. C. & Majluf, N. S. (1996). The Strategy Concept and Process, A Pragmatic Approach. Upper Saddle River, NJ: Prentice Hall.
So you should paraphrase it if you plan to use it on your assignment.
I created a fictional organization called ABC Corporation as an example.
At their core, every organization exists to provide value for stakeholders. Determining who those stakeholders are and determining how much risk the organization is willing to accept as it "strives to create value" is an important part of enterprise risk management (Flaherty, Maki, et. al., 2004).
Enterprise risk management is a concept used by managers within organizations to identify, assess, and manage risk. Developing a framework to gauge and improve risk management systems is an important task and in response to the cross-industry need for such a framework, the Committee of Sponsoring Organizations of the Treadway Commission (COSO) released a comprehensive Executive Summary on the topic in 2004.
You can apply the framework of the COSO study to ABC Corporation.
Founded as a ...
Discusses the components of an emergent strategic plan, including recommendations for planning and improvement.