Kim Warren on Strategy

Strategy insights and living business models

· Briefing

Strategy Dynamics Briefing 13: Doing it right with accumulating resources

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.

Kim Warren

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· Briefing

Strategy Dynamics Briefing 10: Defining, Specifying and Measuring Tangible Resources

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.

Kim Warren

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· Briefing

Strategy Dynamics Breifing 7: Problems with typical approach to business planning and forecasting

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.

Kim Warren

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Strategy Dynamics Essentials

Strategy Dynamics Essentials book cover

Strategic Management Dynamics

Strategic Management Dynamics - cover image