Assess the Balance of Planned and Emergent Approaches to Strategic Management in East Kodak Essay Example
ASSESS THE BALANCE OF PLANNED AND EMERGENT APPROACHES TO STRATEGIC MANAGEMENT IN EAST KODAK
As the time has brought people to the technology world, everything seems to change dramatically including many involved industries have to adopt more flexible strategies in their strategic management in order to achieve the competitive advantage. Some argue that the strategies should be deliberately planned and executed, so the organization will have a direction and therefore act rationally (De Wit and Meyer, 2004). However, some argue that new strategies largely emerge over time, as managers proactively piece together a viable course of action or reactively adapt to unfolding circumstances. Making strategy involves sense-making, reflecting, learning, envisioning, experimenting and changing the organization, which can’t be neatly organized and programmed (De Wit and Meyer, 2004). In reality, planning and emergency approaches both are useful. Indeed it is likely that they could both be seen within organizations at the same time, or at different times to different degrees, they should not be seen as independent or mutually exclusive (Johnson el al, 2005). In general, planning is valuable for routing activities that require to be efficiently organized. While planning is less suitable for non-activities, it will require the emergency strategy to do new things. But both approaches are needed to be able to apply in practice. Therefore, some advocate that ‘we shall get nowhere without emergent learning alongside deliberate planning’ (Harrison, 2005). In the view of Mintzberg and Waters, strategy is a combination of deliberate plans and emergent adjustments over time (De Wit and Meyer, 2004). That is, both approaches are necessary if an organization is to succeed. In this essay, I will assess the balance of planned and emergent approaches to strategic management in Eastman Kodak. Due to the company proper utilization of both planned and emergent approaches in response to
As the time has brought people to the technology world, everything seems to change dramatically including many involved industries have to adopt more flexible strategies in their strategic management in order to achieve the competitive advantage. Some argue that the strategies should be deliberately planned and executed, so the organization will have a direction and therefore act rationally (De Wit and Meyer, 2004). However, some argue that new strategies largely emerge over time, as managers proactively piece together a viable course of action or reactively adapt to unfolding circumstances. Making strategy involves sense-making, reflecting, learning, envisioning, experimenting and changing the organization, which can’t be neatly organized and programmed (De Wit and Meyer, 2004). In reality, planning and emergency approaches both are useful. Indeed it is likely that they could both be seen within organizations at the same time, or at different times to different degrees, they should not be seen as independent or mutually exclusive (Johnson el al, 2005). In general, planning is valuable for routing activities that require to be efficiently organized. While planning is less suitable for non-activities, it will require the emergency strategy to do new things. But both approaches are needed to be able to apply in practice. Therefore, some advocate that ‘we shall get nowhere without emergent learning alongside deliberate planning’ (Harrison, 2005). In the view of Mintzberg and Waters, strategy is a combination of deliberate plans and emergent adjustments over time (De Wit and Meyer, 2004). That is, both approaches are necessary if an organization is to succeed. In this essay, I will assess the balance of planned and emergent approaches to strategic management in Eastman Kodak. Due to the company proper utilization of both planned and emergent approaches in response to