This PPT slide, part of the 38-slide Ten Schools of Thought on Strategic Management PowerPoint presentation, illustrates the complexities surrounding the relationship between a company's Intended Strategy and its Realized Strategy. It highlights the distinction between Deliberate and Emergent Strategies, emphasizing that what a company plans may not always align with what it ultimately executes. The Intended Strategy is depicted as the foundational plan, while the Deliberate Strategy represents the actions taken to achieve that plan. However, the slide points out that there are often Non-realized strategies, indicating that not all planned actions come to fruition.

The arrows indicate a flow over time, suggesting that as circumstances evolve, strategies may shift. The Emergent Strategies are shown diverging from the Intended Strategy, implying that external factors or internal dynamics can lead to adaptations that were not originally anticipated. This disconnect can create challenges during execution, as different stakeholders may interpret and implement strategies in varying ways.

The note at the bottom reinforces this idea, stating that the disconnect arises during execution due to differing perspectives among individuals involved in the process. This highlights the importance of clear communication and alignment across the organization to ensure that the Intended Strategy is effectively translated into the Realized Strategy.

For executives considering this document, the key takeaway is the necessity of recognizing and addressing the gaps between strategic intent and execution. Understanding these dynamics can lead to more effective strategy formulation and implementation, ultimately enhancing organizational performance.

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Henry Mintzberg