Kim Warren on Strategy

Strategy insights and living business models

· Briefing

Strategy Dynamics Briefing 67: Steering strategy and performance

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.

Kim Warren

decision-making, decisions, performance, steering strategy, strategy adjustment

· Briefing

Strategy Dynamics Briefing 22: Generic architectures

Recent briefings have shown how mapping out, rigorously, the interdependence amongst resources results in a model of the ‘machine’ that makes the organization function and deliver performance, which we have called its strategic architecture…
After a short break over the summer, the briefings resume. Read on to find out more about Strategic Architectures.

Kim Warren

architectures, car manufaturer, interdependance between resources, interdependence amongst resources, magazine, market emerge, performance, strategic architecturres, strategic mapping

· Strategy

Leadership and strategy

Seeing our bankers grilled by politicians for gross failure highlights a confusion we see much of – an implied assumption that great leadership is the same as great strategic management. 

Kim Warren

bankers, CEOs, Fortune magazine, leadership, performance, strategic management

· Strategy

Update on the troubles with strategy

Here’s my latest msg to the B School academics [remember the point of this is to get some useful strategy methods for executives and consultants]. Will let you all know what response I get.

Kim Warren

cash flow, consultants, economic rent, executives, growth, methods, performance, ROIC, Strategy, strategy research, sustainable competitive advantage, tools

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Strategy Dynamics Essentials

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Strategic Management Dynamics

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