Emergent strategic management

An emergent strategy is a model of management that is used over time when an organization does not have specific objectives and goals. It is also known as realized strategy because it is implemented when it is needed in an organization. Changes in an organization may lead to new challenges and opportunities. An organization will respond to the opportunities and challenges by employing an emergent strategy. Emergent strategy is also the process of being able to identify outcomes that are not in line with the planned strategy put in place and learning how to integrate the changes in the future. This strategy is not intended and cannot be planned in any way. In an organization, the strategy comes about when a series of acts which become a culture despite the precise intentions. Unlike deliberate strategies, emergent strategies enable an organization to learn how things work and what is best for the organization. Mintzberg explains that a strategy will emerge over time as objectives of the organization are not met (Mintzberg, 1994).
When planned strategies in an organization are not met, emergent strategies are used to counter the problems that may arise. Emergent strategies are used in an organization when the present assumptions in the organization are not valid and when the development taking place overtakes the planned strategy put in place. If there are valid and rapid changes in the external environment of an organization, then an emergent strategy would be implemented. For example, if the market becomes competitive, the organization will have to change its marketing strategies by implementing an emergent strategy. If the internal environment of an organization changes, planned strategies will have to be stopped and an emergent strategy be implemented (Lee, 2009).
For example, in a comic book shop, the manager realizes that gaming products make more profits