Introduction:
In every company there are two independent and simultaneous processes through which strategy comes to be defined. The first strategy-making process is conscious and analytical, involving assessments of market structure, competitive strengths and weaknesses, the nature of customer needs, and the drivers of market growth. Strategy in this process typically is formulated in a project with a discrete beginning and end. Top-tier management consultants often manage these projects. The result of this process is an intended or deliberate strategy. The second strategy making process has been termed emergent strategy. It is the cumulative effect of day-to-day prioritization decisions made by middle managers, engineers, salespeople and financial staff – decisions that are made “despite, or in the absence of, intentions. In fact, managers typically do not frame these decisions as strategic at all, at the time they are being made; they have a decidedly tactical character.
Intended and Emergent strategy:

An Intended strategy is the strategy that an organization hopes to execute. Intended strategies are usually described in detail within an organization’s strategic plan.
An Emergent strategy is an unplanned strategy that arises in response to unexpected opportunities and challenges. Emergent strategy is a set of actions, or behavior, consistent over time, “a realized pattern [that] was not expressly intended” in the original planning of strategy. When a deliberate strategy is realized, the result matches the intended course of action. An emergent strategy develops when an organization takes a series of actions that with time turn into a consistent pattern of behavior, regardless of specific intentions.
Description of Bashundhara Khata:
Bashundhara Group, a leading business conglomerate of the country, has introduced two new covers of Bashundhara Khata