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In Mintzberg and Waters terms, there are several features of CSR strategy that are planned. Mintzberg and Waters (1985) note that here leaders at the center of authority formulate their intentions as precisely as possible and then strive for their implementation (p. 3). This strategy is guided by four priority areas, Healthy People, Healthy Business, Healthy Community, and Healthy Planet, which all have their own new goals that may be characterized as planned. Every one of them is precisely defined, primarily in numbers or percentages. Therefore, all new goals are prepared because they are accompanied by precise intentions and described in concrete detail. In addition, announced goals will guide the realization of them by 2030; that is, the formulation goes before implementation, which is one of the points of the planned approach. Every goal is settled by rational analysis, as their aspects, but emergent circumstances are not mentioned, only what must be done.
There are some features in CSR strategy that may be called emergent in Mintzberg and Waters terms. They (1985) note that emergent strategies are patterns or consistencies realized despite, or in the absence of, intentions (p. 1). Some individuals in the company state that they are ready to address the health impacts they will face, and they will act meaningfully in line with their philosophy. It means they cannot predict what problems will be coming. Therefore, they will have to work spontaneously to solve emergent questions.
If CVS Health has employed me to review its CSR strategy, I will underline the following moments to evaluate the programs success by 2030. First of all, all process steps are described abstractly; no persons are mentioned, but leadership is a big part of any projects success. It is crucial to pay attention precisely to this aspect because leaders, even etymologically, are the people who lead the work process and move to the goal. Indeed, there are leaders in CVS Health that are to participate in the realization of CSR strategy. Still, this moment should be mentioned because without it, attempts to evaluate success are blurred. Secondly, CVS should emphasize more features that may be called emergent in Mintzberg and Waters terms in its program. There are a few of them, and they are not underlined but almost inconspicuous. However, the emergent strategy should be more developed because the whole process may not succeed without it. Emergent strategies take into attention unpredictable factors and situations that allow staying effective when they appear.
In addition, as a manager, I would note that CVS has a well-defined vision that helps to understand its goals and imagine the future it wants to achieve. Thanks to this, the company has ample chance to realize its strategy. A vision of the future is seriously essential for any plan and strategy. Without it, no one could recognize whether or not there was a success, for criteria are not specified. However, Mintzberg and Waters (1985) note that vision provides only a general sense of direction , which explains why emergent strategies are needed to move to the goal effectively. Therefore, I would evaluate a high chance of CSR strategys success because there is a precise plan, definite vision, and beliefs, but leadership and emergent strategies should be emphasized more.
Reference
Mintzberg, H., Waters, J. A. (1985). Of Strategies, Deliberate and Emergent. Strategic Management Journal, Vol. 6, 257-272.
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