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An emergent approach to organizational strategy making assumptions that few organizations actually realize the goal of deliberative, topdown strategic planning, and that effective strategy making occurs on a continual basis and is a shared activity of the entire organization. This innovative book provides the first indepth look at how real organizations are formulating and implementing strategic change under this new paradigm. The authors have dug deep into three large and varied organizations (HewlettPackard, the California State University system, and the County of Los Angeles) and identified each one's efforts to develop a new strategic planning process bettersuited to match the current pace of change and environmental unpredictability. The book is filled with vignettes, quotes, and realworld examples that illustrate the trend toward faster, more adaptive strategic planning processes. It is relevant for a wide range of business, governmental, and nonprofit settings, and should be required reading in any course on strategic planning.
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