{"id":13496,"date":"2016-04-28T00:30:27","date_gmt":"2016-04-27T22:30:27","guid":{"rendered":"https:\/\/valoxy.org\/blog\/?p=13496"},"modified":"2025-10-15T12:31:24","modified_gmt":"2025-10-15T10:31:24","slug":"strategie-deliberee-emergente","status":"publish","type":"post","link":"https:\/\/valoxy.org\/blog\/strategie-deliberee-emergente\/","title":{"rendered":"Strat\u00e9gie d\u00e9lib\u00e9r\u00e9e et strat\u00e9gie \u00e9mergente"},"content":{"rendered":"<p style=\"text-align: justify;\"><img decoding=\"async\" class=\"alignleft wp-image-13651\" src=\"https:\/\/valoxy.org\/blog\/wp-content\/uploads\/2016\/04\/H-Mintzberg.jpg\" alt=\"Strat\u00e9gie d\u00e9lib\u00e9r\u00e9e et strat\u00e9gie \u00e9mergente : d\u00e9finition\" width=\"91\" height=\"111\" \/>Pendant longtemps, <strong>les travaux th\u00e9oriques sur le management ont d\u00e9fini la strat\u00e9gie comme un processus de r\u00e9flexion men\u00e9 par le dirigeant et les responsables.<\/strong> L&rsquo;entreprise applique ensuite cette strat\u00e9gie afin de s\u2019assurer son d\u00e9veloppement. <strong>H. Mintzberg<\/strong> a remis en cause cette analyse, et a critiqu\u00e9 le concept de planification strat\u00e9gique. Il a aussi mis en avant le r\u00f4le de la <strong>strat\u00e9gie \u00e9mergente.\u00a0<\/strong><\/p>\n<p><b>Valoxy, cabinet d&rsquo;expertise comptable dans les Hauts de France, vous pr\u00e9sente aujourd\u2019hui ces travaux.<\/b><\/p>\n<h2><span style=\"color: #fb4c35;\">Strat\u00e9gie d\u00e9lib\u00e9r\u00e9e et strat\u00e9gie \u00e9mergente\u00a0: d\u00e9finition<\/span><\/h2>\n<p style=\"text-align: justify;\"><strong>La strat\u00e9gie d\u00e9lib\u00e9r\u00e9e d\u00e9signe une d\u00e9marche volontaire dans laquelle les Entreprises organisent et planifient ce que sera leur avenir.<\/strong> Il s\u2019agit d\u2019une proc\u00e9dure complexe pouvant amener \u00e0 prendre des d\u00e9cisions sur le long terme. Cette strat\u00e9gie est formalis\u00e9e et transmise \u00e0 l\u2019ensemble de l\u2019entreprise qui doit veiller \u00e0 appliquer les d\u00e9cisions retenues.<\/p>\n<p style=\"text-align: justify;\"><strong>Les routines, les processus, et les activit\u00e9s quotidiennes conditionnent la strat\u00e9gie \u00e9mergente.<\/strong> Il n\u2019y a plus ici de formalisme dans la strat\u00e9gie, celle-ci se d\u00e9cide au jour le jour. Cette strat\u00e9gie est plus pragmatique, elle se d\u00e9veloppe dans un contexte o\u00f9 l\u2019information est limit\u00e9e et o\u00f9 l\u2019adaptation est permanente.<\/p>\n<h2><span style=\"color: #fb4c35;\">Les limites de ces deux strat\u00e9gies<\/span><\/h2>\n<p style=\"text-align: justify;\"><img decoding=\"async\" class=\"alignright wp-image-13374\" src=\"https:\/\/valoxy.org\/blog\/wp-content\/uploads\/2016\/03\/r\u00e9diger-un-courrier-8-gimp-70-300x160.jpg\" alt=\"limites des strat\u00e9gies d\u00e9lib\u00e9r\u00e9e et \u00e9mergente\" width=\"181\" height=\"96\" \/>Ces deux visions de la strat\u00e9gie pr\u00e9sentent toutes les deux des limites. En effet, <strong>la strat\u00e9gie d\u00e9lib\u00e9r\u00e9e est parfois difficile \u00e0 appliquer en entrepris<\/strong>e et ce pour plusieurs raisons\u00a0:<\/p>\n<ul>\n<li style=\"text-align: justify;\">Elle est d\u00e9cid\u00e9e pour plusieurs ann\u00e9es alors que <strong>l\u2019environnement dans lequel l\u2019entreprise \u00e9volue va changer rapidement.<\/strong><\/li>\n<li style=\"text-align: justify;\"><strong>Elle est choisie par un nombre limit\u00e9 de personnes<\/strong> qui ne sont pas forc\u00e9ment au courant de toutes les r\u00e9alit\u00e9s de l\u2019entreprise.<\/li>\n<li style=\"text-align: justify;\">De plus,<strong> cette strat\u00e9gie est impos\u00e9e<\/strong>, ce qui peut entra\u00eener des r\u00e9sistances dans sa mise en place.<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">La strat\u00e9gie \u00e9mergente r\u00e9pond partiellement \u00e0 ces limites mais en contrepartie, elle pr\u00e9sente aussi ses propres faiblesses.<\/p>\n<ul>\n<li style=\"text-align: justify;\"><strong>Elle emp\u00eache l\u2019existence d\u2019une vision pour l\u2019entreprise<\/strong>, d\u2019un projet \u00e0 long terme. Or l\u2019existence d\u2019un projet d\u00e9passant les probl\u00e8mes quotidiens peut \u00eatre un facteur positif pour le d\u00e9veloppement \u00e0 long terme de l\u2019entreprise. \u00ab\u00a0Il n&rsquo;est pas de vent favorable pour qui ne conna\u00eet pas son <em>port<\/em><em>.<\/em>\u00a0\u00bb <em>S\u00e9n\u00e8que<\/em><\/li>\n<li style=\"text-align: justify;\"><strong>Elle risque d\u2019enfermer l\u2019entreprise dans ses routines.<\/strong> En effet, une strat\u00e9gie \u00e9mergente ne permet pas de faire le point sur la situation actuelle de l\u2019entreprise et \u00e9ventuellement de modifier ce qui doit l\u2019\u00eatre. On parle alors de \u00ab\u00a0contraintes de sentier\u00a0\u00bb c\u2019est-\u00e0-dire que l\u2019entreprise continue d\u2019appliquer les m\u00eames processus et routines sans chercher \u00e0 les remettre \u00e0 cause.<\/li>\n<li style=\"text-align: justify;\"><strong>Elle conduit \u00e0 une absence de coordination entre les diff\u00e9rents acteurs de l\u2019entreprise.<\/strong> Ce qui peut amener des comportements opportunistes, chaque acteur de la soci\u00e9t\u00e9 poursuivant ses propres objectifs au d\u00e9triment de ceux des autres.<\/li>\n<\/ul>\n<h2><span style=\"color: #fb4c35;\">La solution ? combiner les deux strat\u00e9gies !<\/span><\/h2>\n<p style=\"text-align: justify;\"><strong><img decoding=\"async\" class=\"alignleft wp-image-11311\" src=\"https:\/\/valoxy.org\/blog\/wp-content\/uploads\/2015\/10\/reussite-9-300x196.jpg\" alt=\"combinaison de la strat\u00e9gie \u00e9mergente et d\u00e9lib\u00e9r\u00e9e\" width=\"124\" height=\"81\" srcset=\"https:\/\/valoxy.org\/blog\/wp-content\/uploads\/2015\/10\/reussite-9-300x196.jpg 300w, https:\/\/valoxy.org\/blog\/wp-content\/uploads\/2015\/10\/reussite-9.jpg 549w\" sizes=\"(max-width: 124px) 100vw, 124px\" \/>En mati\u00e8re de strat\u00e9gie, le pi\u00e8ge serait d\u2019avoir une vision ferm\u00e9e<\/strong> c\u2019est-\u00e0-dire qu\u2019il n\u2019y aurait pas (ou plus) de remise en cause. Or la strat\u00e9gie est un domaine complexe qui n\u00e9cessite \u00e0 la fois d\u2019avoir un cap, une vision pour l\u2019entreprise et une capacit\u00e9 de s\u2019adapter \u00e0 \u00a0l\u2019environnement dans lequel elle \u00e9volue.<\/p>\n<p style=\"text-align: justify;\"><strong>Les deux notions de strat\u00e9gie \u00e9mergente et de strat\u00e9gie d\u00e9lib\u00e9r\u00e9e ne sont pas antinomiques, au contraire, elles sont m\u00eames compl\u00e9mentaires.<\/strong> Toute la difficult\u00e9 de construire une organisation repose sur l&rsquo;art de les combiner, le but \u00e9tant de trouver un juste \u00e9quilibre entre libert\u00e9 individuelle et initiatives laiss\u00e9es aux salari\u00e9s, entre vision et institutions n\u00e9cessaires au d\u00e9veloppement d\u2019un projet commun.<\/p>\n<p style=\"text-align: justify;\">Si cet article vous a int\u00e9ress\u00e9, vous pouvez \u00e9galement consulter :<\/p>\n<ul>\n<li style=\"text-align: justify;\"><a href=\"https:\/\/valoxy.org\/blog\/strategie-ocean-bleu\/\">La strat\u00e9gie de l\u2019Oc\u00e9an Bleu<\/a><\/li>\n<li style=\"text-align: justify;\"><a href=\"https:\/\/valoxy.org\/blog\/definir-le-cadre-de-la-mission-de-ses-collaborateurs\/\">D\u00e9finir le cadre de la mission de ses collaborateurs<\/a><\/li>\n<li style=\"text-align: justify;\"><a href=\"https:\/\/valoxy.org\/blog\/les-5-preceptes-des-grands-dirigeants-dentreprise\/\">Les 5 pr\u00e9ceptes des grands dirigeants d\u2019entreprise<\/a><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Pendant longtemps, les travaux th\u00e9oriques sur le management ont d\u00e9fini la strat\u00e9gie comme un processus de r\u00e9flexion men\u00e9 par le dirigeant et les responsables. L&rsquo;entreprise applique ensuite cette strat\u00e9gie afin de s\u2019assurer son d\u00e9veloppement. H. Mintzberg a remis en cause&#8230;<\/p>\n","protected":false},"author":1,"featured_media":11933,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[9],"tags":[],"class_list":["post-13496","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gestion"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Strat\u00e9gie d\u00e9lib\u00e9r\u00e9e et strat\u00e9gie \u00e9mergente<\/title>\n<meta name=\"description\" content=\"Pendant longtemps, les notions de strat\u00e9gie \u00e9mergente et d\u00e9lib\u00e9r\u00e9e ceux sont confront\u00e9s. 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