Strategy in disease response

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Strategy is not just for business. How best to suppress disease outbreaks (One Health)? See Rabies model built after just 3 hours tuition (!) by students at Royal Veterinary College. Such policy issues have big financial implications too, of course – vaccinating or sterilising dogs is not cheap. Previous successes include the World Health Organisations strategy for Continue Reading →

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Deliberate practice

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Strategy+business article says this works, but not for long-term things – yes we can, with games built on sound simulations!

The article uses lots of sporting examples to show that the formal technique of deliberate practice can dramatically improve performance, then goes on to explain where it can’t be done or will not work – basically anywhere with long delays or poor feedback, which of course is exactly the problem with strategic management challenges. Fortunately, if we numberswiki.com

can’t practice and ...

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Strategy Dynamics Briefing 72: When multiple decisions affect the same thing

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We often have more than one lever that can affect how a key resource is changed:.

  • Both hiring and promotion change the number of employees in a particular level of some staff group.
  • The number of products in a development pipeline depends both on the number of new ideas being generated, and on the fraction that are screened out.
  • The number of items of equipment in a large system that are in a reliable state at any time depends on decisions about ...
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Forget strategy: hit profit targets?

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The Times’ Patrick Hosking points to yet another lambast against sort-termism. The Trouble with Strategy explains why Finance is to blame for this, how Strategy should and can offer a solid alternative. In essence, the article [referring to Daniel Pinto’s Capital Wars ] argues that management, haunted by a minority of aggressive investors, pursue short-term profit targets and fail to make high-value investments for the future.

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Strategy Dynamics Briefing 71: Conflicting objectives

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Recent briefings urged us to focus on the direct impact of decisions, rather than following simplistic rules based on ratios or overall performance outcomes, especially profits. But many decisions, such as various spending choices, include a direct profit impact, as well affecting the resources and operating performance in their particular part of the system. In practice, then, many decisions have to balance conflicting aims.

Take the case of an established power company, supplying electricity to a large number of homes. ...

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