STRATEGY EXERCISE Below are a list of organisational strategies which can impact and shape change and outcomes for an organisation. Today's speaker talked about current challenges facing the public sector in terms of service delivery for housing and social services in local government. Consider this context and as a group consider the type of strategy that shapes the environment that Islington Council currently faces. Planned Strategies originate in formal plans: precise intentions exist, formulated and articulated by central leadership, backed up by formal controls to ensure surprise-free implementation in benign, controllable or predictable environment; strategies most deliberate Entrepreneurial Strategies originate in central vision: intentions exist as personal, unarticulated vision of single leader, and so adaptable to new opportunities; organization under personal control of leader and located in protected niche in environment; strategies relatively deliberate but can emerge Ideological Strategies originate in shared beliefs: intentions exist as collective vision of all actors, in inspirational form and relatively immutable, controlled normatively through indoctrination and/or socialization; organization often proactive vis-a-vis environment; strategies rather deliberate Umbrella Strategies originate in constraints: leadership, in partial control of organizational actions, defines strategic boundaries or targets within which other actors respond to own forces or to complex, perhaps also unpredictable environment; strategies partly deliberate, partly emergent and deliberately emergent Process Strategies originate in process: leadership controls process aspects of strategy (hiring, structure, etc.). leaving content aspects to other actors; strategies partly deliberate, partly emergent (and. again, deliberately emergent) Unconnected Strategies originate in enclaves: actor(s) loosely coupled to rest of organization produce(s) patterns in own actions in absence of. or in direct contradiction to. central or common intentions; strategies organizationally emergent whether or not deliberate for actor(s) Consensus Strategies originate in consensus: through mutual adjustment, actors converge on patterns that become pervasive in absence of central or common intentions; strategies rather emergent . Imposed Strategies originate in environment: environment dictates patterns in actions either through direct imposition or through implicitly pre-empting or bounding organizational choice; strategies most emergent, although may be internalized by organization and made deliberate. Source: Mintzberg & Water Strategic Management Journal, Vol. 6, 257-272 (1985)