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

A McKinsey expert once told me “A dynamic model is like Kleenex – use it to fix an issue, then throw it away“. Now some digital twin business models are like that, but many, many more are built about issues or plans that continue, recur, or arise in multiple cases. It…

Though long past the date when I should have ‘retired’, I just can’t resist interesting projects, like the one a new friend brought me a few weeks ago. It concerns a small but fast-growing B2B business, providing a management-system SAAS platform for a certain type of real-estate companies. The business…

Is strategy, like economics “pre-science, like astronomy before Copernicus and Galileo.” (Steve Keen: Debunking Economics )? We laugh at superstitions like“Storks and babies arrive around the same time – storks must bring babies”, but all that is different in most of the strategy science today (and much other social science), is that we use…

See Teaching Economics after the Crisis.  J-C Trichet: ECB President “As a policy-maker, I felt abandoned by conventional tools.” (2010). This may be mostly about macro-economics, but reflects fundamental inadequacies in the underlying science that afflict micro-economics and have poisoned fundamental ideas in strategy. Even the most basic tools, such as the PQ demand-curve, are hopelessly unrealistic depictions of…

Working with a “magic circle” law-firm shows interesting twists on the standard challenges of developing staff and experience (see HR gets dynamics with examples and models). Professional firms need ‘leverage’ – many juniors per partner – so would prefer a wide, flat pyramid. But that is only possible for easily replicated services, and smart clients know they…