Please forgive this rare promotion, but http://strategydynamics.com/
Extending the strategy dynamics principles to related businesses is essentially simple. If a single business is a system of customers, products, capacity, people and cash, then a multi-business corporation could simply be a number of such independent systems. Indeed, that was a popular model in the 1970s – the diversified conglomerate, in which only investment and financial-objective choices were made at the centre. But this is now a discredited model because investors can make those decisions ...Continue Reading →
Much modeling is done in NHS to understand issues, but few developed solutions on offer.
I just left the Press launch for the Cumberland Initiative – an effort to bring clinicians, academics and business people together to use modeling to tackle NHS issues – especially the crisis in A&E [emergency or unscheduled care]. A great aim, but modeling has already clarified many issues for many years; ambulance scheduling, resourcing for dementia treatment, stroke-response … and emergency admissions. So it looks ...Continue Reading →
Our online course (will run again) has cases in shipping, IT, retail, mining, brewing … will post more soon on some of these. This is a remarkable variety in a class that we keep small so we can look at participants’ real-world challenges. Each case shows how distinct parts of the strategy dynamics method can help make much better strategies and plans for the business.Continue Reading →
Briefings 68 and 69 showed the dangers of decision-rules based on simple ratios or on overall performance outcomes. For the consumer brand’s marketing-spend decision from recent Briefings, for example, either “Spend x% of revenue on marketing”, or “If profits fall, spend less/more on marketing”.
So what do we need instead? Well, the basic problem is that neither of these approaches focuses on the direct consequences of the decision – winning customers! So a decision on marketing spend should surely respond ...Continue Reading →