Readers will know I’m no fan of the obsession with ‘transformation’ in strategy, but it’s sometimes essential or advanageous. In Corporate Transformation under Pressure, McKinsey report a less than 40% overall success rate, especially when used in an effort to get out of trouble – as they say, “this finding seems to contradict the common wisdom that it is hardest to transform a company when it lacks an acute and apparent need for change“. As I’ve said in ...Continue Reading → Share
Michael Olson of Pleiades Technology Futures just pointed me to what looks some solid materials on how to make the business case for investing in sustainability from Bob Willard at Sustainability Advantage. This contrasts strongly with much of the well-meaning but mostly futile aspirations of many sustainability advocates.
Bob’s approach is extremely clear and expressed in terms that would likely grab exec attention – pointing out in particular that many substantial investments in sustainability offer a perfectly good ...Continue Reading → Share
Useful reminder to avoid flaws in strategic planning in HBP’s Management Essentials. Especially good to see the first item:
- Don’t skip rigorous analysis.
- Don’t think strategy can be built in a day.
- Take care to link strategic planning to strategy execution.
- Make sure to hold robust strategy review meetings.
This may all seem verypedestrian in these exciting times of strategic innovation and reinventing your business model – but no less critical than it always was.
I have been tough on the poor strategy seen over both of the last two boom-bust cycles, so good to see in Sensible Giants from the Economist that the largest listed firms have disproportionately little debt compared with both smaller listed peers and private firms.
It seems that these large firms are both:
- more able to fight off the stupid urgings of naive analysts who pushed less powerful companies to take on more debt to pursue unsustainable growth, with the implicit ...