Exploring Strategic Management -

Summative Assessment.
MODULE NO: MAN00063M.
MODULE TITLE: EXPLORING STRATEGIC MANAGEMENT
MODULE TUTOR: DR. CHRISS CORKER
BOB TOWNLEY

Word count : 1490

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Table of Contents

INTRODUCTION: ...................................................................................................................................2

STRATEGY: ............................................................................................................................................2

STRATEGY AND THE REAL WORLD :...............................................................................................3

REFLECTION: ........................................................................................................................................5

CONCLUSION: .......................................................................................................................................5

REFERENCE LIST:........................................................................................................................................6

Table of Figures

Figure 1: Types of strategies ................................................................................................................ 3

Figure 2: BCG Report .......................................................................................................................... 4

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INTRODUCTION :
The word strategy comes from the Greek word strategos, strictly meaning a general in
command of an army (Stratos, army; -ug, to lead). Most early Greek states after 550 BC had
a strutegos, or general officer of the military. In the present days, a strategy is everywhere.
Soccer teams have strategies, as do political parties. (Evered, 1983)
Furthermore, of course, organizations have strategies, or they are supposed to. The current
focus on Strategy reflects significant corporate environment changes in management and
organization theory in recent decades. A strategy is cast as executives’ primary job,
transcending the mere operational detail of finance, human resources, marketing. A strategy
is essentially a way of interpreting and understanding the direction and action of
organizations.

STRATEGY :

“That Strategy is, perhaps, the master concept of contemporary times is beyond dispute.
Governments, corporations, public sector organizations and the third sector all strategies;
those working within them very often work as strategists. The corporate world is saturated
with highly intensive images and discourses of Strategy. Strategizing has become such a
commonplace activity that it seems unremarkable; analytically, it is all too easy to be
accustomed to the age of Strategy. If one were not to examine Strategy more critically, it
would be effortless to view Strategy as a trans-historical concept.” (Carter, 2013)
Strategic management is a more modern concept than Strategy emerging from the ancient
world. Strategic management is described as ‘The pattern of primary objectives, purposes
or goals and essential policies or plans for achieving those goals, stated in such a way as
to define what business the company is in. (Drucker, 1961). Strategic management is helpful
to have financial and non-financial benefits. A strategic management process helps an
organization and its leadership think and plan for its future existence by setting its
employees’ directions.
Strategic management is based on an organization’s clear understanding of its mission; its
vision for its future; and the values that will guide its actions. The process requires a
commitment to strategic planning, a subset of business management that involves an
organization’s ability to set short- and long-term goals. Strategic planning also includes
planning strategic decisions, activities, and resource allocation needed to achieve those
goals.

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In reality, an emergent approach to strategic development occurs whereby Strategy tends

to evolve rather than results from a logical formal process. A strategy may be tried and
developed as it is implemented if it fails, a different approach will be taken. It is likely to be
more short term the traditional process of the traditional processor. To attempt to rely on the
emergent Strategy in the longer term requires a culture of innovation where new ideas are
readily forthcoming. Given today’s world, the emergent Strategy is on the upswing. Here is
why,

STRATEGY AND THE REAL WORLD :

The emergent school sees Strategy as an emergent pattern, not simply a plan but also
develops over time with changing environment. Patterns emerge out of past plans, decisions
and actions. Emergent strategies (from experience) evolve from external and internal social
and political processes that develop over time. The origins of these strategies could then be
investigated, with particular attention paid to exploring the relationship between leadership
plans and intentions. Using the label strategy for both emergent (intended) phenomena, the
other deliberate (realized). Comparing the intended Strategy with realized Strategy, as
shown in Figure 1, has allowed us to distinguish deliberate strategies realized as intended
from emergent strategies patterns or consistencies realized despite, or in the absence of,
intentions. (Mintzberg and Waters, 1985)

Figure 1: Types of strategies

Honda’s case study shows that, In 1958, the Honda 50 CC Supercub was introduced with
an automatic clutch, 3-speed transmission, automatic starter, and a safe, friendly look.
Owing almost entirely to its horsepower but lightweight 50 CC engine, it was affordable.
Overnight the firm was overwhelmed with orders by the end of 1959; Honda gained a first
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place among Japanese motorcycle Manufacturers. Its total sales that year of 285,00 units,
168,000 were Supercubs. (Pascale, 1984a)

Figure 2: BCG Report

Honda decided to enter the US market, and as per the Case, Honda used Emergent
(intended) strategy when Americans external restrictions on investment were compelling,
but Honda was not give-up, although they wait for so long to get started. However, Honda
Management was against the proposed selected with the advertising firm.
Promotions were made for giant motorcycle machine, which ceased due to the engine fault
and oil leaks. They were confident with 250cc and 350cc motorcycle machines with terrific
and attracted appearance. The Honda Case also used a deliberate (realized) strategy when
technical problems with larger motorcycle 250cc and 350cc caused by mechanical failure.
Honda’s staff used 50cc Supercub for transport was advantageous to use as sports
activities. Honda 50cc bikes were introduced in the luxurious markets of the US, surprisingly
these bikes gained attraction and were asked by sporting goods store owners. The
awareness of being fun for sport helped Honda to sell Supercubs motorcycles. By 1964,
nearly one out of every two motorcycles sold what the Honda is. As a result of the influx of
median income leisure class consumer, banks and other customer credit companies began
to finance motorcycles, shifting away for dealer credit, Which had been the traditional
purchasing mechanism available. Honda seizing the opportunity of soaring demand for its
products, took a courageous and seemingly risk position. Late in 1964, they nouns that they
would cease to ship on a consignment basis after that but would require cash on delivery—
Honda breast itself revolt, By shifting the power relationship from the dealer to the
manufacturer. Honda success in creating demand for lightweight motorcycles was
phenomenal. American Honda sales went from $500,000 in 1960 to $77 million in 1965. By

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1966 the market share data showed the ascendancy of Japanese producers and their
success in selling motorcycles. (Pascale, 1984b)
The current Strategic Management approach uses the Design and Planning School
approach, Strategic positioning, and competitive edge; these strategies are wholly
misapprehended. Porter’s Five Forces, Ansoff Matrix or SWOT Analysis does not fill the
strategy literature in the real world, and The Emergent Strategies shows adaptive behaviour
that is integrated through strategic planning, resulting in inefficient outcomes.

REFLECTION:
Form this module, I am taking away some critical strategy making skills like thinking out of
the box, comprehension, open-minded approach, and better ideation. These skills will help
me in my professional as well as personal development. It was through the workshops that
I gained more profound insights into the core strategic concepts. The research and readings
helped strengthen the base of core concepts, but practical knowledge was gained from
participation in the workshops. The Emergent Strategies are used by all of us unconsciously,
especially when we are working under pressure. We tend to adjust to the changing reality.
This adaptive approach of Strategic Management is different from other traditional
approaches that focus primarily on efficient production and exceptional performance. To
form different views, I read through Drucker, P.F. (1961). The practise of management.
London: Mercury Books. Through readings from google scholar and I explored different
spectrums of Strategies and their practical application. Aft, I tried relating it to today’s world.
In the state of the pandemic, Emergent Strategies are need of the hour. They can be used
in the real world because the future is always unpredictable. Organizations have to adapt to
the uncertain future in order to survive to gain a competitive edge. Plans not always work
and winning is not always inevitable. Therefore, it is always necessary to cope up with the
dynamics. Everything that I have learned from the module will help me because I have a
more profound understanding of strategic concepts. I can apply different ideologies to
control the external and internal factors in the environment accordingly. The concept of
Emergent Strategies has always been discussed, and I wanted to gain insights on it rather
than other approaches.

CONCLUSION:
Emergent strategies pay attention to the fact of how every Strategy emerged. Porter’s five
forces, PESTLE, SWOT analysis, Ansoff matrix, or marketing and branding strategies all

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emerged because of a dynamic environment. These approaches came into existence for
gaining success in an unpredictable environment. This indicates that Emergent Strategies
are the primary base of all the strategies. I gained this perspective by readings from (The
Age of Strategy: Strategy, Organizations and Society. Business History) My initial
understanding of Strategy was making and implementing plans for efficient production, but
I realized that Strategy has a broad scope and is not just planning and implementing. The
Emergent and Deliberate Strategies concept taught me how to apply strategic thinking in
time-sensitive scenarios. In the fast-moving world, where rapid decisions are required,
Emergent Strategies serve well. I have gained skills like fair decision making, observing
skills, critical thinking and problem-solving. This set of skills will help in whichever business
field I go to. I have imbibed business-oriented personality traits that will help me in the long
run.

REFERENCE LIST:
Carter, C. (2013). The Age of Strategy: Strategy, Organizations and Society. Business
History, 55(7), pp.1047–1057.

Drucker, P.F. (1961). The practise of management. London: Mercury Books.

Evered, R. (1983). So what is strategy? Long Range Planning, 16(3), pp.57–72.

Mintzberg, H. and Waters, J.A. (1985). Of Strategies, Deliberate and Emergent. Strategic
Management Journal, [online] 6(3), pp.257–272. Available at:
https://www.jstor.org/stable/pdf/2486186.pdf?refreqid=excelsior%3A8f52339d89d708aabd
96d6aff3e7e6f0 [Accessed 18 Mar. 2021].

Pascale, R.T. (1984a). Perspectives on Strategy: The Real Story behind Honda’s
Success. California Management Review, [online] 26(3), pp.47–72. Available at:
https://journals.sagepub.com/doi/10.2307/41165080 [Accessed 18 Nov. 2019].

Pascale, R.T. (1984b). Perspectives on Strategy: The Real Story behind Honda’s
Success. California Management Review, [online] 26(3), pp.47–72. Available at:
https://journals.sagepub.com/doi/10.2307/41165080.