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.

We all know this ideal is far from reality, but in Is Decision-Based Evidence Making Necessarily Bad?, Sloan Mgmt Review offers 3 levels to define the role of evidence:

Strategy and decision-making simply get too little attention, according to latest solid evidence on this topic, in an academic paper too. How Relevant Is the MBA? [details below] took the simple…

… and right after the McKinsey survey, HBR has an article by Andrew Campbell, Jo Whitehead (Ashridge) and Sydney Finkelstein (Dartmouth) on neuroscience revelations about how leaders’ judgment…

McKinsey asked senior managers in companies that made good and bad decisions about their decision-making processes: who was involved, what drove the decisions, the analysis done, role of…