Khi cô được đặt tên là Giám đốc điều hành của Avon vào năm 1999, Andrea Jung phải đối mặt với một tình thế tiến thoái lưỡng nan tái tạo cổ điển. Tại Hoa Kỳ, tăng trưởng của Avon là bằng phẳng, và người chơi thích hợp đã được tỉa đi chia sẻ thị trường của nó. Sephora, | The Dead End of Strategic Planning 45 Formal Strategic Planning l x Unrealized Strategy Emergent Strategy Figure Traditional Strategic Development Source Reprinted with the permission of the Free Press a Division of Simon Schuster Inc. from The Rise and Fall of Strategic Planning by Henry Mintzberg. Copyright 1994 by Henry Mintzberg. Only 10 percent of most companies actions arise out of their strategic planning realized strategy . But what is the source of the other 90 percent of what companies do Mintzberg calls it emergent strategy. This describes the series of ad-hoc initiatives reactions decisions and choices that managers make in response to daily pressures without guidance from any overarching strategic concept. Taken together they amount to the real strategy that most companies follow. Of course the executives running the big companies that Mintzberg studied aren t fools or blind. They recognize the huge gap between the formally planned strategies they developed at such great expense and the realized strategies their companies actually followed. In frustration some companies decide that they haven t tried hard enough or taken strategic planning seriously enough. They vow to buckle down and devote even more time energy and money to strategic planning. 46 THE SEARCH FOR AN ANSWER Unfortunately the usual result is to heighten the agony of strategic planning without bridging the disconnect between realized and unrealized strategy. The real problem is that as Mintzberg has pointed out strategic planning is an oxymoron. Strategy is one thing planning quite another. Great strategy begins with divergent thinking. Planning excellence is above all an exercise in convergent thinking. For most companies the attempt to combine them in the form of strategic planning produces a result that is 90 percent planning and only 10 percent strategy. If companies are to mobilize the creativity to achieve strategic breakthroughs it is vital that they separate strategy from .
