When people hear the word strategy, they usually picture a neat plan carefully written down to guide a company toward its goals. On paper, it all looks simple. But in reality, things almost never go exactly as planned. Some strategies succeed, some fail, and others evolve into something completely different. That’s why it’s important to understand the different types of strategies—intended, deliberate, emergent, realized, and unrealized—because they tell the real story of how businesses operate.
Types of Strategies
Intended Strategies
Strategies that an organization hopes to practice since the beginning are intended strategies.
An intended strategy is basically what an organization sets out to do from the very beginning. It’s the official game plan—the big picture idea of where the company wants to go. For startups or new ventures, this usually comes in the form of a business plan, where the founders clearly lay out what they intend to achieve.
But intentions are only the starting point. Having a plan doesn’t mean everything will unfold that way.
Deliberate Strategies
Some of these strategies are thoughtfully planned and initiated with an idea—these are deliberate strategies.
Inside the broader intended strategies, there are some that are mapped out in detail. These are called deliberate strategies. They’re not random or vague—they’re designed carefully, backed by research, logic, and management’s full intention to carry them out.
In theory, deliberate strategies sound like the perfect roadmap. But in practice, even the best-laid plans don’t always play out exactly as designed.
Emergent Strategies
Some strategies arise as a result of everyday routine practices in the organization. These unplanned actions are called emergent strategies.
Here’s the thing—strategies don’t always come from boardroom meetings or long PowerPoint presentations. Some just happen along the way. They grow out of everyday work, unexpected opportunities, or even mistakes.
These are emergent strategies. They weren’t written in the original plan, but they evolve naturally when employees or managers adjust to real-world conditions. Sometimes, these unplanned strategies turn out to be more successful than the ones that were carefully thought through.
Realized Strategies
Those strategies that are finally executed are realized strategies.
At the end of the day, the strategies that matter most are the ones that are actually carried out. These are called realized strategies.
In most cases, realized strategies are a mix. A portion of the original intended and deliberate strategies get executed, while other parts come from emergent strategies that grew along the way. What the company ends up doing is rarely identical to what it had initially planned.
Unrealized Strategies
As the name suggests, those strategies that are not executed—due to any reason—are unrealized strategies.
Of course, not every idea makes it into action. Some strategies look good when written down but never work in practice. Maybe resources ran short. Maybe the market changed faster than expected. Or maybe the organization just realized that a particular plan wasn’t realistic anymore.
These are called unrealized strategies—the ones that remain on paper, never reaching execution.
Strategic Planning
While framing the strategic plan of an organization, the intended strategies are described in detail. It depicts what the organization hopes to execute.
In the case of a new venture, this strategic plan is known as a business plan, where what the venture intends to do is described.
However, with time, the organization fails to execute everything that has been intended. Many factors could be responsible for the non-execution of intended plans. Those strategies that the organization actually follows are realized strategies.
Intended vs. Realized Strategies
| Intended Strategy | Realized Strategy |
| Developed since beginning | Realized at the end |
| What the organization hopes to execute | What the organization executes |
| Result of a rational strategic plan | Combination of intended and emergent strategies |
Figure: Points of difference between intended and realized strategy
Conclusion
While framing the strategic plan of an organization, the intended strategies are described in detail. It depicts what the organization hopes to execute. In the case of a new venture, this strategic plan is known as a business plan, where what the venture intends to do is described.
However, with time, the organization fails to execute everything that has been intended. Many factors could be responsible for the non-execution of intended plans. Those strategies that the organization follows are realized strategies.
👉 For related reading, check out: Circumstances Where Strategic Management May Not Work.
