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Predicting where technology could go is fraught with danger, but we should still explore possible futures and test our strategy against them. So World Must Prep for Bigger Net from Monitor looks a very useful resource. It is backed by Cisco research and scenario-based thinking from Global Business Network – and no, I’m not going to try second-guessing their findings!
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Hagen Lindstaedt just alerted me to what looks a smart way of making game theory usable, with a neat link to scenario-based thinking. Probably quite challenging to do, but looks powerful – thanks Hagen. Looking forward to seeing more on how it works.
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Amongst the continuing stream of articles on this, some good ones [I’ve left out some bad or downright dangerous ones] include:
Seven Ways Forward from Booz & Co’s strategy+business on, with specifics for Manufacturing, Consumer Products, Aerospace and Defense, Telecom, Finance, and general guidance on rebuilding capabilities for long-term growth.
Surviving the Downturn: Lessons from Emerging Markets from Sloan Mgmt Review [title self-explanatory]
Three Opportunities to Seize in the Downturn a blog post from Harvard Business ...
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An interview with Dan Ariely in Sloan Mgmt Review points up the need to test assumptions – critical, of course, and can’t fault Dan’s case. But doing as he asks on serious strategic decisions is not so easy.
For many management choices, such as the pricing decision discussed in his interview, there are complex long-run dynamics that common methods simply can’t handle – hence the need for strategy dynamics.
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