This claim in “Trouble” shows up in jobs for architects – victims of the construction industry. Boom-and-bust reached its spectacular peak in many industries in 2008/9. Causes are simple –…

It is rare for any type of rivalry to operate entirely alone…

.. the latest, basic HR miss-step: see basic staff pipeline model. How hard can it be to look at when your staff will retire and plan hiring to replace them?…

… and there are general insights. Just jumped on another claim that strategy is too complex,  subtle and case-specific to understand or learn about. (I hope the link…

Type-2 rivalry can be explained by taking the coffee store example from Briefing 50 forward in time to a point where all potential customers have been captured; that is, when the market is mature. The two stores have …

This LinkedIn exchange asks why so many new entrants start up in growth industries when it’s obvious that most will fail. Another big case : during 2000-09 Europe added about…

We can’t get a profit forecast out of strategy tools because they offer no path to an action plan, but an article in the UK Telegraph paper is one…

I’m not a big fan of checklists, but Have you tested your strategy lately? offers useful tests for checking the quality of a strategy. The list also makes some assumptions,…

The three types of rivalry from Briefing 49 can best be explained with a simplified example… Two new coffee-shops open …

Briefings to this point have explained how organizations must build and retain resources over time if they are to deliver continually improving earnings or other performance objectives. But there are often competitors who are just as determined. This view of rivalry makes competition relevant to nonprofit organizations as well as to businesses — charities must win donors, just as airlines must win passengers.