Answering the 4 questions - Essay Example

Business Business Benefits and Drawbacks of Emergent approach to strategy making Emergentstrategies are those approaches which generally pop up as a result of a sudden change within the market and the general working environment. These strategies differ from those which are usually pre-planned while initiating any work. “Mintzberg described an emergent strategy as one where patterns developed in the absence of intentions or despite them” (Johnsen & Ennals, 2011). (A strategy while being devised should not be rigid and that it should have ample room for flexibility so that it can respond to the changing environment.

This is where emergent strategies prove useful. The benefit of taking an emergent approach to strategy making is primarily its flexible and innovative nature. Emergent strategies are basically an answer to the changing market environment and are usually something which organizations tend to perform in order to address the market wants. These strategies are usually experimental in nature with no success guarantee but sometimes when such strategies click, they are bound to provide exceptional results which lead to innovation.

The drawback of using emergent strategies is their experimental nature and their lack of success guarantee. A business cannot solely rely on emergent strategies and that such strategies are usually helpful when used alongside the prescriptive strategies. Using such strategies in isolation is bound to result in failure (Grant, 2010). Honda – Logical Incrementalism Honda’s entry strategy, at first, did not demonstrate any logical incrementalism as the company entered the U.S. market with a strategy that would focus towards the 125cc, 250cc and the 305cc larger bikes.

This plan later shifted towards logical incrementalism when the company received product failure reports whereby their motor cycles were reported to leak oil and encountering clutch failure. As a response to this, Honda used the emergent strategy of launching its 50cc Supercubs within the market. This step was something which the company had not fully backed initially but later upon the failure of their prime product, the company launched it as an experiment in order to rescue their image within market.

This shift in strategy certainly helped as the company created havoc within the industry and their 50 cc Supercubs turned out to be a huge success within the U.S. market. Pursuing this strategy aligned with the logical incrementalism definition and its characteristics. The company kept an eye out for the radical changes within the environment and answered the environmental uncertainty with its 50cc motorcycles. They experimented with the ‘side bet’ venture of launching its 50cc bikes in order to test out the new strategy within the U.S. market, though those bikes were already successful within the Japanese market.

Prior to the launch of the 50cc bikes within the U.S. market, Honda had received an interest from distributers for their 50cc bikes which they had kept in mind. They used that emerging pattern and the interest of people in the 50cc bikes while launching their model within the industry (Pascale, 1984). Strategic Leadership “Strategic Leadership is the ability to shape the organization’s decisions and deliver high value over time, not only personally but also by inspiring and managing others in the organization.

” (Lynch, 2009). The basic idea behind strategic leadership is that it provides foresightedness which would help ensure that the company achieves it vision and become successful in the long-run. Strategic Leadership also promotes the idea of subordination which in turn creates an environment resulting in ideas flowing from the bottom of the organization, further promoting idea-sharing (Hitt et al, 2009). Similarities and Differences – 5 Elements of Successful and Effective Leadership & Transcendent Leadership model Similarities 1.

“The leadership of organization” within the Transcendent leadership model and “the developing and communicating the organization’s purpose” are the two elements which are almost identical within the two models. Both these elements tend to focus on the strategy and the overriding purpose of existence of the organization and then on communicating this to every personnel within the organization. 2. “Leadership of Others” within the Transcendent leadership model and the “Managing human resources and organizational decisions”, are both similar elements in the two models.

Both these elements have a focus towards the working personnel within the organization and also try to improve the working environment within an organization by identifying the leaders and the employees within them. Differences 1. The Transcendent leadership model tends to be more self-centered while the other model offers a broader perspective by looking upon all the stakeholders of the organization. 2. The Lynch model also focuses upon sustaining competitive advantage while the Transcendent leadership model avoids this (Crossan et al, 2008; Lynch 2009).

Bibliography CROSSAN, M., VERA, D., & NANJAD, L. (2008). Transcendent leadership: Strategic leadership in dynamic environments. The Leadership Quarterly. 19, 569-581. GRANT, R. M. (2010). Contemporary strategy analysis: concepts, techniques, applications. Boston, Mass, Blackwell. HITT, M. A., IRELAND, R. D., & HOSKISSON, R. E. (1999). Strategic management: competitiveness and globalization. Cincinnati, South-Western College Pub JOHNSEN, H. C. G., & ENNALS, J. R. (2011). Creating collaborative advantage innovation and knowledge creation in regional economies.

Farnham, Gower.  JOHNSON, G., SCHOLES, K., JOHNSON, G., & WHITTINGTON, R. (2011). Exploring strategy. Harlow, Financial Times Prentice Hall. LYNCH, R. L. (2009). Strategic management. Harlow, Financial Times Prentice Hall. PASCALE, T. R. (1984). Perspectives on Strategy: The Real Story Behind Honda’s Success. California Management Review. Retrieved from: https://faculty.fuqua.duke.edu/~charlesw/s591/Bocconi-Duke/Papers/new_C12/perspectivesonstrategy.pdf