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Impact on the strategy process

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Reference no: EM133014170

A major multinational had announced losses for the first time ever, primarily due to poor performance in 7 out of 15 Divisions. The non-executive Board members had met to decide on the fate of the CEO. The Chairman said that as he saw it the problem was due to the CEO's lack of control both in financial terms and in the strategic direction of the company; he felt that this shortcoming should have been spotted before. The Deputy Chairman disagreed saying that the CEO had consciously adopted the emergent rather than the planning approach to strategy. The Chairman found it difficult to accept that the difference was one of managerial approach rather than efficiency.

Your job is to explain to him the differences in the two approaches and how they would impact on the strategy process.

Reference no: EM133014170

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