There may seem little point in medium-term 1-3 year strategic planning during a crisis. But decisions taken today have ramifications down the line, so having a plan with stated objectives is helpful to making the right ones. The problem is that standard strategic planning is time-consuming and requires a baseline and stable environment to be ...
Business strategy projects often begin full of curiosity and enthusiasm to develop a powerful new plan but end with an incremental set of objectives and initiatives based on the current model. Why is that? What happens during the course of converting analysis into strategy that renders the output so ordinary a lot of the time? ...
Recently I’ve noticed several consulting firms promoting accelerated strategy development methodologies with names like ‘Rapid Strategy’ and ‘Competitive Advantage in 3 Days’. They follow a similar format: 2-3 day executive workshop Start with defining a long term vision Then derive implications for each area of the business Then set objectives Then define initiatives and accountabilities ...
It’s hard to find time for strategy in today’s hyperactive environment. The corporate world is entranced by an agile credo that prizes speed and activity over dialogue and ideas. As a result, expectations about strategy are changing: executives want strategy now and demand the data science team gives it to them. Gone are the days ...
A decline in performance will often lead a company to review its strategy. The assumption is that a new strategy will turn things around. Built into this is the idea that there is something missing from the strategy – if management can find an insight or new business concept, everything will be fine. This is ...
