Q has been appointed as the Commercial Director of a medium-sized publishing company that is facing strong competitive pressures in difficult trading conditions. Q is surprised to find that the firm is pursuing the formal/rational approach to strategy development.
Q is now preparing a presentation to the Board to change the basis of strategy development to an emergent approach.
Which THREE arguments could Q use in the presentation?
A . The rational approach takes up significant organisational resources, can be very expensive, time consuming and complicated.
B . The rational process can end up as a bureaucratic, top-down process focusing on plans, systems and targets, leading to a loss of entrepreneurial spirit.
C . Given an uncertain business environment, it is impossible for rational strategy makers to make reliable assumptions about the future.
D . An emergent approach encourages managers to take a longer term view of the development of the business, rather than being short-term and reactive.
E . From a stakeholder perspective, the emergent approach could be viewed as demonstrating that the organisation has a very clear sense of where it is going.
Answer: A,B,C