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Check out this insightful article that explores the difference between emergent and deliberate strategies. While deliberate strategies are based on rigorous analysis and planning, they also come with their own set of challenges. Understanding both types of strategies is essential for effective leadership and management, regardless of your business’s size. Dive into this informative read to learn more about how to interpret your organisation’s strategy and achieve your strategic objectives.
In business, the terms corporate strategy, organisational strategy, and strategic planning refer to the specific initiatives a company undertakes to work toward and achieve its strategic objectives. No matter your business’s size, understanding the underlying strategy that guides it is integral to being an effective leader and manager.
Corporate strategy often varies from business to business and depends on several factors. While there are numerous frameworks you can use to interpret your organisation’s strategy, one effective way is through the lens of an emergent versus a deliberate strategy.
A deliberate strategy arises from conscious, thoughtful, and organised action by a business and its leadership. It’s typically generated from a rigorous analysis of data, including metrics such as:
Market growth;
Segment size;
Customer needs;
Competitor strengths and weaknesses; and
Technological trajectories.
Historical data and market stability can provide sufficient insight and experience to support long-term strategic planning; however, deliberate strategies also entail challenges in rapidly changing markets and operating environments.
What is an emergent strategy?
An emergent strategy can arise from unplanned actions and initiatives within an organisation. It’s typically viewed as the product of spontaneous innovation and often a direct result of the daily prioritisation and investment decisions made by individual contributors, such as middle managers, engineers, financial staff, and salespeople. Compared to a deliberate strategy, an emergent approach is often more flexible. Though the organisation still has goals it’s working toward, it can adjust those goals and pursue other opportunities or priorities as they emerge. As such, many startups leverage an emergent strategy.
Here’s an overview of an emergent and deliberate strategy, and an examination of when it may make sense for your organisation to leverage it. An appropriate balance in strategy lies between planned and emergent strategies. Strategy involves identifying and addressing potential business threats or problems, staying aware of external developments that could affect your business, and having an action plan to respond quickly and adjust your goals as needed.
Identifying, analysing and changing strategies are needed for an effective game plan. Well-designed tactics based on the analysis findings will reduce misperceptions and are usually designed to create or maintain uncertainty. (Brandenburger, Adam M, 1995, pg. 61) Allowing identification and scope (boundaries) of the game. Successful business strategies begin by assessing and changing one or more elements. (Brandenburger, Adam M, 1995, pg. 61).
Researching and responding to the customer’s value proposition, understanding what customers perceive as good value, recognising industry rules, and identifying opportunities for change are all essential components of strategic thinking. What tactics can be used, knowing all this information (e.g., Mintzberg 5Ps; Mintzberg, Ahlstrand, and Lampel, 1998, p. 9)? Finally, identify the game’s scope. Entering emerging markets through strategic positioning and market-driving approaches. Inventing new markets and addressing dramatically shifting customer choice patterns in established markets can do this. Then, offering the market new technology or adding services to existing ones by providing them with goods or services they didn’t know they needed or had even imagined. (Prahalad, C. K, 1990, Pg. 80 & Brandenburger, Adam M, 1995, pg. 58, 59, 61 and 64, Jaworski et al., 2000, p. 47).
In rule-based games, “To every action, there is a reaction, however unlike Newton’s third law of motion, the reaction is not programmed to be equal and opposite” (Brandenburger, Adam M, 1995, pg. 58). Distinguishing players and how they interact in rule-based games of freewheeling games shows that the players are without external constraints. (Brandenburger, Adam M, 1995, pg. 57). Assessing the companies’ position in the past and predicting the future, we can take an allocentric view of the marketplace to identify the players in the company’s value net.
To shape the market behaviour of the players in the industry, we need to shape behaviour directly by either introducing or eliminating constraints on the various players or shaping behaviour indirectly by creating new preferences or reversing existing ones (Jaworski et al., 2000, Pg. 53). Prahalad discusses organisational and intercompany strategies based on freewheeling games, “Competition”, focusing on the business “Competencies”, which have a tangible link between end products—having distinctive differences between competencies and core products as well as the end products, Enabling organisations to grow by maximising customer reach and market share through multiple core products. (Prahalad, C. K, 1990, pp. 80, 81, 83,85).
According to Jaworski, Kohli & Sahay (2000), three general ways of changing the market structure are deconstruction, construction, and functional modification. Each of these approaches focuses on changing the composition of players in the market and the functions they perform.
Deconstruction; driving the market by shaping player behaviour and setting new industry standards, like incorporating on-site franchise stores, therefore, appealing to multiple customer bases. By driving markets by changing the players by introducing new technology and being innovators, like turning something every day into a destination, delivering and driving the market by offering the market customer value propositions and choices that initially they didn’t know they needed in that industry. (Jaworski et al., 2000 p. 47).
When a market is constantly changing and stochastic, it is also more unpredictable with multiple factors in play. Having a business marketing plan within this type of environment often requires an emergent approach. Emergent strategy is adaptive by nature and responds to constantly changing and unpredictable market conditions. It involves ongoing adaptation to evolving business objectives, changing operational environments and external influences, while encouraging informal self-organising, continuous improvement and organisational learning. The emergent approach involves preparing for and reacting to stimuli, and identifying and learning patterns. An emergent approach to strategy empowers staff to improvise. (Henrickson, J 2007)
Construction, by building a new or modified set of players, introduces new technology and choices for the consumers. By submitting functional modifications of their core product and changing the functions performed by other players in the market, forward or backward integration of individual players or groups of players (connection to Porter’s five forces: bargaining power of buyers and suppliers).
One of the most recognised frameworks within strategic management is Henry Mintzberg’s 5 Ps of Strategy.
Rather than viewing strategy as simply a rigid business plan, Mintzberg proposed that strategy can be interpreted through five interconnected perspectives:
• Plan
• Ploy
• Pattern
• Position
• Perspective
The framework remains highly relevant in 2026 as organisations increasingly balance long-term strategic planning with adaptability, innovation and changing market conditions.
Strategy as a Plan refers to the deliberate, structured approach that organisations use to achieve long-term objectives.
This may include:
• business planning
• strategic roadmaps
• governance frameworks
• financial forecasting
• project and operational planning
• risk management strategies
Planned strategies are often associated with:
• stability
• structure
• predictability
• long-term growth objectives
In modern organisations, planning remains essential for:
• governance and accountability
• operational coordination
• resource allocation
• stakeholder confidence
However, in rapidly changing environments, strategy cannot rely solely on rigid planning.
Strategy as a Ploy refers to tactical manoeuvres designed to strengthen competitive positioning or influence market behaviour.
Examples may include:
• entering emerging markets
• product differentiation
• innovation leadership
• pricing tactics
• strategic partnerships
• technology disruption
• brand positioning campaigns
Ploys are often designed to:
• influence competitors
• shape customer behaviour
• create market advantages
• shift industry dynamics
In modern markets, organisations increasingly use innovation, technology and customer experience as strategic ploys to create competitive differentiation.
Strategy as a Pattern recognises that strategy is not always fully planned.
Over time, organisations naturally develop patterns of behaviour through:
• operational decisions
• leadership actions
• organisational culture
• market responses
• customer interactions
This closely aligns with emergent strategy.
Many successful organisations evolve through:
• experimentation
• adaptation
• continuous learning
• responding to changing conditions
In 2026, data analytics, AI, customer behaviour tracking and market insights increasingly help organisations identify strategic patterns earlier and respond more effectively.
Strategy as Position focuses on how an organisation positions itself within the market.
This may include:
• brand identity
• customer value propositions
• market segmentation
• pricing strategy
• service differentiation
• industry positioning
Successful positioning requires organisations to understand:
• customer expectations
• competitor behaviour
• market gaps
• emerging trends
Strong positioning helps organisations:
• strengthen brand recognition
• improve customer loyalty
• create competitive advantage
• increase market relevance
Positioning remains especially important in highly competitive and digitally disrupted markets.
Strategy as Perspective reflects the organisation’s broader mindset, culture and way of viewing the world.
This includes:
• leadership philosophy
• organisational culture
• innovation mindset
• corporate values
• long-term vision
Perspective often shapes:
• decision-making
• organisational behaviour
• risk appetite
• adaptability
• strategic priorities
In modern organisations, culture and leadership perspectives increasingly influence:
• workforce engagement
• innovation capability
• organisational resilience
• long-term sustainability
Perspectives ultimately influence how organisations interpret opportunities, challenges and future growth.
Strategy is no longer simply about creating a fixed long-term business plan and hoping the market remains stable enough to follow it.
In 2026, organisations operate within increasingly dynamic environments shaped by:
• technological disruption
• changing customer behaviours
• workforce transformation
• geopolitical uncertainty
• sustainability and ESG pressures
• digital acceleration and AI integration
As a result, successful organisations increasingly balance:
• deliberate planning and governance
• adaptability and innovation
• operational delivery and strategic agility
• leadership vision and market responsiveness
Frameworks such as Mintzberg’s 5 Ps continue to highlight the multidimensional nature of strategy.
A successful strategy is rarely built on a single idea or static process.
Instead, it evolves through:
• planning
• experimentation
• positioning
• organisational learning
• leadership perspective
• responding to emerging opportunities and threats
The organisations most likely to succeed in the long term are often those capable of maintaining strategic intent while remaining adaptable enough to evolve with changing market conditions.
Ultimately, strategy is not simply about predicting the future.
It is about positioning organisations to navigate uncertainty, create value, strengthen resilience and remain relevant within constantly evolving environments.
One of the strengths of Mintzberg’s framework is recognising that successful strategy is rarely based on a single approach.
Modern organisations increasingly balance:
• structured planning
• adaptability and emergence
• tactical market positioning
• operational learning
• leadership vision and organisational culture
In 2026, organisations must often operate between:
• certainty and uncertainty
• governance and agility
• operational delivery and innovation
• long-term planning and rapid adaptation
The most effective organisations are typically those that balance deliberate strategic intent with the flexibility to evolve with changing market conditions.
For example, through Mintzberg’s 5Ps, we explore the perspective of a business positioned locally in the South Australian market, addressing a diverse range of needs by maintaining a core brand with a portfolio of sub-categories. Strengthening a position by ensuring tactics are clear, by adding values, and making their game plan and play by their own rules, by offering a multitude of goods and services, by which their policy is that they are shaping the mindset of consumers, which changes their perceptions of their position in the market. (Brandenburger, Adam M, 1995, pg. 68, Mintzberg, Ahlstrand and Lempel, 1998, p. 9).
By providing potential access to a wide range of markets, standard research bases for market segments (adapted from Kotler) are Geographic, Demographic, Psychographic, and Behavioural, noting that, within each category, there are segmented markets that appeal to different buyers. Remember, buyers buy on emotion and purchase outside their segment/income.
Purchasing products in this category is for everyone.
Price deals are easily imitated by entering emerging markets and dramatically shifting customer choice patterns in established markets by creating alternatives and demonstrating uniqueness for the customers, and they still need to imagine. (Prahalad, C. K, 1990, Pg. 80 & Brandenburger, Adam M, 1995, pg. 58, 59, 61 and 64). For example, ensuring a brand is clearly linked to the critical attributes of availability, customer value, and convenience across multiple on-site franchise stores.
For a start-up, if the future is uncertain or if it isn’t clear what the right long-term strategy should be. By embracing an emergent approach, you remain agile enough to make adjustments as more data becomes available while still knowing that you’re working toward a goal that makes sense. Typically, an emergent strategy is most useful during the early phases of a company’s life, after a product launch, or when the competitive landscape is substantially changing. When embracing an emergent strategy, it’s crucial to ensure that all employees are empowered to surface and elevate new ideas as they emerge so your organisation can coalesce around the most promising ones.
Large businesses or corporations that are firmly established within their markets often employ a deliberate strategy. A deliberate strategy is a better fit once a company has reached a certain level of maturity and stability, at which point it can shift away from survival toward growth. Ensuring the strategic plan makes sense to everyone within the organisation, from individual employees to top-level managers.
Identify where you sit among your category competitors, understand the customer’s value proposition and what they perceive as good value, and determine whether your marketplace is an oligopoly or a monopoly. Understanding the industry rules, and is there room for change? What tactics can be used, given all this information, e.g., Mintzberg’s 5Ps (Mintzberg, Ahlstrand and Lempel, 1998, Pg 9)? Finally, identifying the game’s scope.
The game strategy needs to have a beneficial approach to avoiding strategy traps. Seeing the whole game and being able to respond creatively, promptly, and effectively by keeping an open mind and avoiding a mindset of stagnation or of not being open to the competition, changing the game. Thinking about changing the game at others’ expense can cause you to miss win-win opportunities. Being unique, as it is only sometimes a prerequisite for success, as actions and products are easily imitated, as well as failing to think methodically. To understand the effects of any particular strategy, you need to go beyond your perspective. (Brandenburger, Adam M, 1995, pg. 70 & 71).
-Industry commentary and insights written by Tarnia Riggs.
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