Macmillan and Tampoe (2000) assert that the strategy formulation process leads to a chosen strategy, and it is to cause the strategic thinking that conceives the future of the organisation. The strategy creation involves three strands, within Thompson and Martin (2005) view both systematic and formal strategic planning systems and informal are important, so as the vision and the emergent strategy. These three theses reveal two important points: first one is that a deliberate strategy is too formal to allow the development of the creativity, and the second one is that this development must be reliable with the corporate culture and image.

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However these three modes described above are not mutually exclusive and they are lead together (Thompson and Martin 2005). Lynch (2009) defines the process as how the actions link together or interact as the strategy spread out against what may be changing the environment. For example in the IBM case, the process was the delay in tacking the PC market, as to respond to the competitors actions there is a slow reaction of the organisation to the competitive actions and there are interactions between several parts of the company.

It exists two different approaches of the process, Lynch (2009) develops about the perspective approach, where there are objectives define in advance whose main elements has been chosen at the beginning, then he talks about the emergent one, where the final objectives are unclear and so the elements are developing during the strategy proceed. Management and strategy are not “particularly creative fields” as Bilton et al. (2003 p. 197) note. In the twentieth century Bilton et al.

(2003) show that in the creative intention there are several ways to illustrate management and the deficiency of strategy, the two most effective are that management is considered as a stand-alone subject and more ideas come and offer more effectiveness. Every company has a strategy at anytime, and the strategy formulation process is fundamental to let new strategy happen, Macmillan and Tampoe (2000) agree that a better process should produce a better strategy.

Otherwise, good strategies will add value to the company and will develop competitive advantages, so are judged by the result they achieved and not only by the process used to create them. The origin of the creative process is for McGee et al. (2005) the availability of the high quality creative of individuals or the appropriate level of the investment of the company in research and development. It might be assumed that it is obviously a good way to mix both ideas. As an example it is possible to talk about the Virgin Company, whose core business areas are travel, entertainment and lifestyle.

This organisation encourages the employees to take more initiatives against rewards, so that makes people think more creative. Macmillan and Tampoe (2000) strengthen the idea that the creative process is more efficient when employees get responsibilities. It is significant to note that the good will of each member gives importance and value to this useful process in any organisation. The strategy formulation process results in strategic choice (Macmillan and Tampoe 2000), where four critical elements have to be done during the strategic formulation.

Goals need to be set, simple and they have to be long term achievable, the competitive environment requires being perfectly understood, there is objective appraisal of resources, and it is important to have an effective implementation (Macmillan and Tampoe 2000). This process is like a way by which the strategies of a company are derived (Lynch 2009); it can be ambiguous because of the hardness of defining and evaluating the real development. In any organisations strategy and strategic management are assumed so as to develop the well being of the company itself.

With a full analysis of the internal and the external environment a company is able to set goals to execute them and afterwards to implement a process to accomplish them. All around this process there are strategies; which can be used by managers for improving the company’s potentials. In a business it is possible to choose between two kinds of strategies: the deliberate strategy and the emergent strategy, these are pretty opposite ways to analyse the right plan to follow. From all this it could be obvious that the creative process once arise is in relation with the development of the company: the emergent strategy.

Because of the long-term planning of a deliberate strategy, the impact of actions is calculated and do not offer space to the creativity. However in the real life neither emergent nor deliberate strategies are especially selected, most of companies mix both or come back on their first choices by adjusting their methods of organisation. Using the employees wills, ideas of change, and their contribution could increase the power of the company. Any ways there will be a creative process in the organisation, even if the emergent strategy, to follow, is not the only one selected.

Reference list:

Bilton, C. , Cummings, S. and Wilson, D. 2003. Strategy as Creativity. In : Cummings, S. and Wilson, D. ed. Images of strategy. Oxford : Blackwell Publishing Ltd, pp. 197-227. Campbell, D. , Stonehouse, G. , and Houston, B. 2002. Business Strategy. 2nd ed. Oxford: Butterworth-Heinemann. Dess, G. , Lumpkin, G. T. , and Taylor, M. L. 2005. Strategic Maangement Creating Competitive Advantages. 2nd ed. New York: McGraw-Hill Irwin. Dess, G. G. and Miller, A. 1993. Strategic Management. Singapore: McGraw-Hill Inc.