Briefings 11-14 talk about ‘accumulating resources’. At one level, this concept may seem rather simple and obvious – ‘So what?’ you may ask yourself. Well, it’s monumentally, massively important, and while it may be obvious in itself, its consequences are truly staggering.

Briefings 11-14 talk about ‘accumulating resources’. At one level, this concept may seem rather simple and obvious – ‘So what?’ you may ask yourself. Well, it’s monumentally, massively important, and while it may be obvious in itself, its consequences are truly staggering.

The next few briefings 11-14 are going to talk a lot about ‘accumulating resources’. At one level, this concept may seem rather simple and obvious – ‘So what?’ you may ask yourself. Well, it’s monumentally, massively important, and while it may be obvious in itself, its consequences are truly staggering.

A useful, but not exhaustive, checklist of tangible resources to start from is as follows: customers, products, production capacity, staff and cash. Since organizations exist to “supply” some form of “demand,” Kim”s 10th Briefing looks at demand-side resources first.

Have you ever puzzled over academic concepts? …and thought, “What does this mean? Should I be using this?” Join Kim Warren, as he discusses some important academic “stuff” in his 9th Briefing.

This is the 8th in a series of Briefings designed to introduce the Strategy Dynamics approach. Find out how analysing resource based performance works just as well in non-commercial sitautions, such as voluntary groups, public services and nongovernmental organizations (NGOs).

Many firms seem stuck with the idea that Corp Social Responsibility = cost. A free case study from MIT on Nike makes the case that CSR has driven ROI,…

Strategic planning generally aims to get to an estimate of future sales and profits, so how these items are estimated is critical. Join Kim Warren, in his 7th Briefings blog, as he discusses the problems associated with the typical approach to business planning and forecasting using the low-fare airline Ryanair as an example.

Fascinating Economist article on two recent studies of Germany’s outstanding long-run success. It’s down to their ‘Mittelstand’ mid-sized companies relentless pursuit of apparently boring but lucrative niches, and…

Predicting where technology could go is fraught with danger, but we should still explore possible futures and test our strategy against them. So World Must Prep for Bigger…