Intended Strategies vs. Realized Strategies

Attribute	Intended Strategies	Realized Strategies
Definition	Planned actions or approaches designed to achieve specific goals or objectives	Actual actions or approaches implemented to achieve goals or objectives
Flexibility	May be rigid and inflexible	May be adaptable and responsive to changing circumstances
Alignment	May not always align with organizational capabilities or resources	May be aligned with available resources and capabilities
Outcome	May or may not lead to desired outcomes	May or may not achieve intended results

Definition of Intended Strategies

Intended strategies refer to the plans and actions that an organization sets out to achieve its goals and objectives. These strategies are typically developed by top management based on a thorough analysis of the internal and external environment. Intended strategies are often documented in strategic plans and communicated throughout the organization to ensure alignment and coordination.

Attributes of Intended Strategies

• Long-term focus: Intended strategies are usually designed with a long-term perspective in mind, aiming to guide the organization towards its desired future state.
• Proactive approach: Intended strategies are proactive in nature, as they are developed in anticipation of future challenges and opportunities.
• Structured and formalized: Intended strategies are typically formalized in written documents, such as strategic plans, to provide clarity and direction to all stakeholders.
• Top-down process: Intended strategies are often developed by top management and cascaded down through the organization to ensure alignment and consistency.
• Based on analysis: Intended strategies are based on a thorough analysis of the internal and external environment, including strengths, weaknesses, opportunities, and threats.

Definition of Realized Strategies

Realized strategies, on the other hand, are the actual strategies that are implemented and executed by the organization in practice. These strategies may or may not align perfectly with the intended strategies due to various internal and external factors that can influence decision-making and implementation.

Attributes of Realized Strategies

• Short-term focus: Realized strategies may have a shorter-term focus compared to intended strategies, as organizations may need to adapt and respond to changing circumstances.
• Reactive approach: Realized strategies can be reactive in nature, as organizations may need to adjust their strategies in response to unexpected events or developments.
• Informal and emergent: Realized strategies may not always be formalized in written documents and can emerge organically through day-to-day decision-making and actions.
• Bottom-up process: Realized strategies can be developed at various levels of the organization, not just by top management, as employees on the front lines may have valuable insights and ideas.
• Based on experience: Realized strategies are often influenced by past experiences and learning, as organizations adapt and evolve over time.

Comparison of Intended and Realized Strategies

While intended strategies provide a roadmap for the organization to follow, realized strategies represent the actual path taken. It is important for organizations to compare and analyze the two to understand any gaps and discrepancies that may exist. By doing so, organizations can learn from their experiences and make adjustments to their strategic planning process to improve alignment and effectiveness.

Intended strategies are essential for setting a direction and providing a framework for decision-making, but they can sometimes be too rigid and inflexible to accommodate changing circumstances. Realized strategies, on the other hand, are more adaptable and responsive to real-time changes, but they may lack the coherence and alignment that intended strategies provide.

Organizations that are able to strike a balance between intended and realized strategies are more likely to achieve their goals and objectives. This requires a dynamic and iterative approach to strategic planning, where feedback loops are established to monitor progress and make adjustments as needed. By continuously evaluating and refining both intended and realized strategies, organizations can improve their strategic agility and resilience in an ever-changing business environment.

Conclusion

In conclusion, intended strategies and realized strategies play complementary roles in the strategic planning process. While intended strategies provide a roadmap and direction for the organization, realized strategies represent the actual path taken in practice. By comparing and analyzing the two, organizations can identify any gaps and discrepancies that may exist and make adjustments to improve alignment and effectiveness. Ultimately, organizations that are able to strike a balance between intended and realized strategies are more likely to succeed in achieving their goals and objectives.