So, in fact, organizations have both intended strategies, which are generally conceived
by the top management team, typically through a process of negotiation, bargaining, and
compromise among many individuals in the organization, and realized strategies, which
reflect the actual pattern of decisions they have made over time. But, even this representation
is overly simplistic. In practice it is extremely difficult—impossible, really—to execute
an intended strategy fully as laid out. But, if an organization accomplishes some portion of
that strategy, its realized strategy will at least partially match its intended strategy. The portion
of an organization’s intended strategy that reaches fruition is sometimes called a
deliberate strategy, while the portion that does not is called an unrealized strategy