See video on what is possible, from May’13 + Linked-In discussion. The IIRC launched its much heralded IR Framework <IRF> last night with a grand event at London’s…

Smart folk can crack complex challenges if working in a supportive culture, but dynamic models may help with that. A contact in New Zealand recently highlighted a case where an…

More work for DFID shows SD works for Aid aimed at PSD. A sector = the sum of businesses in the sector, so we simply multiply the business model…

Recent work for DFID on foreign Aid shows SD works for growth of Trade.  Export traffic is driven by traders and enabled by border crossings and staff. Around this simple…

Although it is common to distinguish strategy development from strategy implementation, it is not generally advisable to develop strategy first, then switch to implementing it. Not only is it impossible to know everything in advance but conditions continue to change as events unfold.

The broad choices of strategic ‘positioning’ for the brand in briefing 65 were already made. We know who we want to serve — the 3 million potential consumers.…

We have previously laid out a rigorous, logical description of an organization as a system of tangible resources that enable pursuit of its purpose by supporting each others’ development. The strategic architecture is, if you like, “the machine” designed for that purpose, so this question is effectively whether it is possible for that machine to exist at all.

The briefings to this point have set out the main dynamic structures that determine organizations’ performance. The next few briefings examine how decisions steer those structures and how to design policies (decision-rules) that can build and sustain the resources required for strong performance.

Many airlines struggle for profitability because fares are so transparent and customers can so easily switch. Only the limited number of services that less busy travel routes can support limit this otherwise frictionless movement of customers’ choice. The customer rivalry frameworks from briefings 50-53 are therefore directly applicable to airlines…

Few companies are so lucky as to have only one competitor, so we need to extend the principles in recent Briefings to handle multiple rivals. It is relatively easy to adapt the three standard rivalry structures to …