I recently explained the limitations of hypothesis-testing for strategic planning and problem-solving, and the advantages of abductive reasoning as more efficient and reliable method (keep asking “What directly causes that?”) But what kind of causes should we be looking for? It turns out that a 13th century monk – William…

Whether we are talking about developing strategy or creating a business model, common methods share a BIG limitation – they only define your “position”.  What the heck is “position”!? …  simply a definition of “where” you plan to compete … Clearly we could aim to serve more than one segment – e.g. to take our…

Part 2 about Strategic Management Accounting, linked to longer articles. These two posts summarise longer papers on “Strategic Management Accounting and Dynamic Business Models“ Get the part-1 paper here. (Problems? .. copy http://sdl.re/SMApaper1 to your browser) Get the part-2 paper here. (Problems? .. copy http://sdl.re/SMApaper2 to your browser) ________________ The Part 1…

Accounts want to offer strategic management accounting, but leaders’ needs are diverse and strategy tools are inadequate.

I have often hinted – or more than ‘hinted’ – that spreadsheets are not fit-for-purpose for time-based planning, challenges or initiatives.  … so I tried a small exercise to see just how poor they actually are. (Catch a video explaining the issues here) I have previously talked about a model…

I recall a seminar at London Business School a few years back where I dissected a crisis of sales and profit decline at Marks & Spencer (M&S), the UK’s beloved retail giant. This iconic company had recently experienced a golden era of robust profit growth, but then found itself in…