A partner in a top strategy consulting firm once told me … “We don’t bother with intangibles in our client work – they are undetectable, unmeasurable, and unmanageable“…

A while back, a life insurance company developed a great new policy-product, aimed at “high-net-worth individuals” – especially people with higher incomes, who wanted to protect their families…

Most readers probably recognise this “economics-101” standard price-elasticity curve. Unfortunately, it only gets anywhere near realistic in the very special case of anonymous commodity markets, so is not…

I explained last time how to use the customer groups/needs matrix to define and size business development opportunities (see here). I then promised to explain how to use…

When I challenged the ‘wicked problems’ notion (see What makes a wicked business issue? and HOW to wrangle wicked business problems), I mentioned a framework for extending the…

I have been puzzled by the documented cases of supposedly “wicked” problems that do not seem to me to be particularly wicked at all, and I suspect do…

Thanks to everyone who responded to my call for examples of “wicked problem” cases. What a rich and diverse set of topics! Working through these, maybe this framework…

Given all the hard work that true experts put into building powerful solutions to strategy challenges, it is truly depressing how easily folk are seduced by sexy-sounding slogans.…

More on that push-back from a strategy expert, challenging my claim that the issues below are all unavoidable parts of managing an organisation’s strategy. Strategy – they say…

I got challenged for my claim that the issues in this figure are all unavoidably parts of managing strategy. Strategy, they say, is only about Formulation and creating…