Strategy Dynamics Briefing 15: Insights from asking simple resource-flow questions

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After all the years I have been using strategy dynamics, I still find myself shocked at the power of this most basic of questions.

Time after time, executives get completely new insights from asking about just three numbers…

  • How much have we got?
  • How quickly are we winning more?
  • How quickly are we losing?

… whether it’s customers, staff, or some other critical resource.

Take the case of a branded pain-relief product in the mature US market. Despite some growth in people using this brand, market ...

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Strategy Dynamics Briefing 14: A “spreadsheet” view of resource accumulation

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All this talk about how accumulation is different than the usual way we think of causal relationships may have got you worried…

Is this some mysterious process that needs fancy methods to work?

Although the time-charts and diagram structures we use may see an unfamiliar way of looking at business performance, they simply re-present what could equally be shown in a spreadsheet.Take this figure from the last briefing, where a constant rate of customer gains interacts with a rising loss rate to ...

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Strategy Dynamics Briefing 11: Resource accumulation

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At one level, Resource Accumulation may seem rather simple and obvious.
So what?’ you may ask yourself.
Well, it’s monumentally, massively important, and while it may be obvious in itself, its consequences are truly staggering.

The next few briefings are going to talk a lot about ‘accumulating resources’.Just to recap, in earlier briefings I explained the importance of focusing on how organizational performance changes over time, and also how to trace the causal logic that explains this performance, until that chain ...

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