Understanding Henry Mintzberg's Strategy Framework

The question asks us to identify which of the listed options is NOT a part of Henry Mintzberg's well-known conception of the types of strategies. Mintzberg's work significantly contributed to how we understand the process of strategy formation in organizations. He argued that strategy isn't just a purely rational, planned process but also emerges from actions and decisions over time.

Mintzberg's Perspective on Strategy Formation

Henry Mintzberg views strategy formation as a complex process, often contrasting the idea of 'deliberate' strategy (what was intended) with 'emergent' strategy (what actually happens). His framework helps explain why organizational strategies might look different in practice compared to initial plans. Key types of strategies in his framework include:

• Intended Strategy: The strategy conceived by top management. This is the planned strategy, the initial plan or direction the organization aims to follow.
• Deliberate Strategy: The part of the intended strategy that is actually realized. This is when the plans are successfully implemented.
• Unrealised Strategy: The part of the intended strategy that is NOT realized. This can happen for many reasons, such as changes in the environment, resistance within the organization, or flaws in the original plan.
• Emergent Strategy: A pattern of actions that develops over time in the absence of specific intentions, or despite intended strategies. These strategies emerge from decisions made in response to immediate situations and opportunities, rather than from a predefined plan.
• Realised Strategy: The strategy that actually happens. According to Mintzberg, the realised strategy is a mix of deliberate strategy (intended and realised) and emergent strategy (unintended but realised).

Analyzing the Options Based on Mintzberg's Strategy Types

Let's examine each option in the context of Mintzberg's framework:

• Intended Strategy: As discussed above, this is a fundamental concept in Mintzberg's model, representing the planned strategy.
• Unrealised Strategy: This is also a core concept in Mintzberg's framework, representing the portion of the intended strategy that fails to be implemented.
• Contingency Strategy: A contingency strategy (or plan) is typically a plan created to handle a specific, foreseeable future event or crisis that might or might not happen. While related to planning and risk management in business, it is generally considered a type of *plan* or a specific approach to dealing with uncertainty, rather than one of Mintzberg's core *types of strategy formation* (intended vs. emergent, and how they combine into realized strategy). Mintzberg's framework focuses more on the *process* of strategy formation and the sources (planning vs. emergence) rather than plans for specific uncertain events.
• Emergent Strategy: This is a cornerstone concept in Mintzberg's work, highlighting the strategies that arise spontaneously from organizational activities and decisions.

Based on Mintzberg's well-known framework comparing planned (intended/deliberate) and unplanned (emergent) strategies and how they lead to realized strategy, 'Contingency Strategy' is not one of the primary types he uses to describe the fundamental ways strategies form or fail to form.

Conclusion on Mintzberg's Strategy Conceptions

Mintzberg's framework contrasts intended, deliberate, unrealised, and emergent strategies to explain the realised strategy. A contingency strategy is a specific type of plan for uncertain events, not a fundamental type of strategy formation within his core model.

Revision Table: Key Mintzberg Strategy Concepts

Additional Information on Mintzberg's Strategy Views

Henry Mintzberg is a prominent figure in the field of management and strategy. His work often challenges the traditional view that strategy is purely a rational, top-down process. He emphasizes the importance of understanding how strategies actually unfold within organizations, acknowledging that many successful strategies were never initially planned but emerged incrementally or opportunistically. His concept of emergent strategy highlights the learning process within an organization and its ability to adapt to changing circumstances by taking action and seeing what works.

His book "Strategy Safari" co-authored with Bruce Ahlstrand and Joseph Lampel, explores various schools of thought on strategy formation, further detailing his own perspectives, particularly the learning school which aligns closely with the idea of emergent strategy. Understanding Mintzberg's views provides a richer perspective on strategy beyond simple long-term planning.