Month: May 2017

Strategy Paradox

Great strategies add risk. This is counter to conventional and intuitive logic. Good strategy surely puts organisations at less risk via the creation of better competitive positions that over time generate positive economic returns. This is true to the extent that the future within which the strategy is planned to compete manifests with sufficient congruency…. Read more »

Minimum Viable Idea

I recently expressed, in a blog named Where is the Idea in Strategy, that strategy acts on and enables ideas. Value is nested within the core idea and not strategy. Strategy’s job is the expressing of something pre-existent via the design and adaptation of assets, resources and activities that overcome the challenges impeding progress or… Read more »

Puzzle or Mystery and Management Implications

Commercial progress entails the ceaseless overcoming of both strategic and operational challenges. At the nub of each, is a problem that if not solved retards advancement of some sort. A useful way for management teams to engage problem solving is to divide them into three categories: Puzzles Mysteries A combination of or a transitioning between… Read more »