Scenarios for all

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McKinsey’s Charles Roxburgh offers nicely practical advice on the use and abuse of scenarios. In the process he points out that the latest crisis many firms find themselves in, like previous ones, was foreseeable and even preventable if management had done this work professionally. And remember scenarios are not just useful for the big firms – any competent management team should be asking itself what range of things could happen, both to exploit incipient opportunities and anticipate new challenges.

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More items on strategy in the crisis

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Amongst the continuing stream of articles on this, some good ones [I’ve left out some bad or downright dangerous ones] include:

Seven Ways Forward from Booz & Co’s strategy+business on, with specifics for Manufacturing, Consumer Products, Aerospace and Defense, Telecom, Finance, and general guidance on rebuilding capabilities for long-term growth.

Surviving the Downturn: Lessons from Emerging Markets from Sloan Mgmt Review [title self-explanatory]

Three Opportunities to Seize in the Downturn a blog post from Harvard Business ...

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The balanced scorecard

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A large Management Development community I track has been discussing how we could have prepared people better for the current troubles, and some have advocated the Balanced Scorecard [BSC]. I have used BSC in strategy teaching for some years, ...

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The crisis – ethics or competence?

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See http://www.strategydynamics.com/strategy-lessons. Background follows … I have been watching a long debate on the Academy of Management’s discussion list re Management Development about the role of ethics and values [or lack of] in bringing about the current crisis. That debate and many similar comments in the media seem to make a big assumption – that unethical behaviour was the main reason for the crisis, so with more ethical standards the crisis would have been avoided or substantially reduced. But apart from ...

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Good & bad downturn advice

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I have commented on some of the consultants’ and journals’ advice in earlier posts, so thought I would share what some senior execs think who I’ve been asking in recent events. Here’s just a few … 

I asked for two ratings – Useful [no, a little, very] – and Dangerous [no, a little, very] – and allowed people to respond with both if they felt a suggestion was both potentially useful, but also came with dangers. Following are the most common ...

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