Testing assumptions

Posted by:

An interview with Dan Ariely in Sloan Mgmt Review points up the need to test assumptions – critical, of course, and can’t fault Dan’s case. But doing as he asks on serious strategic decisions is not so easy.

For many management choices, such as the pricing decision discussed in his interview, there are complex long-run dynamics that common methods simply can’t handle – hence the need for strategy dynamics.

Continue Reading →
0

Sustainability and strategy

Posted by:

Good to see a serious management journal – MIT’s Sloan Management Review – regularly featuring items on this issue. John Sterman’s ‘Sober optimist’s guide to sustainability‘ and an interview with Rebecca Henderson are both good. Rebecca uses the fact that making every shirt uses hundreds of gallons of water to point out that we are just not aware of wider consequences of what we do – and if we don’t know, we are hardly likely to ...

Continue Reading →
0

Analysis-based strategy

Posted by:

In Sloan Mgt Review Thomas Davenport of Babson College and Jeanne Harris of Accenture’s Institute For High Performance Business in What People Want Next (and How to Predict It) show how firms like Amazon.com use unprecedented data and sophisticated technology to inform decisions as never before. Great to see so much being written now about powerful strategic management being driven by data and analysis, not just gut and emotion [has anyone done ...

Continue Reading →
0

Make use of customer complaints

Posted by:

Neat article on this in Sloan Management Review – whilst not bringing up much that’s new, it’s a useful reminder of some good principles and practices. Few organisations seem to really leverage this source of valuable data though, which can tell you all kinds of things, not only about inadequate skills but also about where imbalances are building up in the system and threatening serious strategic damage [see SMD chapter 9 for the basics of how some ...

Continue Reading →
0
Page 2 of 2 12