Given all the hard work that true experts put into building powerful solutions to strategy challenges, it is truly depressing how easily folk are seduced by sexy-sounding slogans. Over the many years, we have been told that our strategic performance would be transformed by “creative destruction“, ” a blue-ocean strategy“,…

More on that push-back from a strategy expert, challenging my claim that the issues below are all unavoidable parts of managing an organisation’s strategy. Strategy – they say – is only about Formulation + consecutive one year Plans (the left-most item alone) … Here’s the second story making my case…

Small and medium enterprises (SMEs) account for a large fraction of greenhouse-gas emissions (GHGs) from the business sector. But although most SMEs undoubtedly want to “do the right thing” and cut those emissions, few have the resources to devote to understanding the issue as it relates to their own case, let…

My last post noted that hypothesis-testing is recommended as a scientific and efficient method for developing strategy – or maybe figuring out what’s going wrong. But that post also showed how it is not as efficient or reliable as is claimed. I also explained that, in business cases, we are…

My last post “Get buy-in with the Pyramid Principle” explained a process to win support for important conclusions or recommendations … start with the key recommendation, or issue you want agreed summarise the key insights that lead to this recommendation then only explain any supporting analysis that audience questions call…

Most executives probably think of “process models” to capture how a business works. These descriptive models lay out what is done to the things in the system. Dynamic models, define and quantify those things themselves, and show how their scale changes over time – with considerable benefits over proce3ss models.