Aims – growth, survival …
I made a strong case in a previous post that strategy research should have been asking how strong firms grow cash flows, not deliver profit ratios. I had two main push-backs – 1. is growth relevant in present conditions? – 2. survival is really all that matters. Read more
How firms are coping
Mixed news from a recent S+B survey of execs. 75% say they do not need extra financial support – as I suspected – though that may change of course. More worrying is that most seem not to be taking the correct actions, given their specific situations. Read more
Good & bad downturn advice
I have commented on some of the consultants’ and journals’ advice in earlier posts, so thought I would share what some senior execs think who I’ve been asking in recent events. Here’s just a few … Read more
Chuck the consultants?
Have come across a few examples of companies cancelling all consultancy projects in response to the downturn. Now while this may be unavoidable in real crisis cases, it’s not a universally good idea. Read more
Sustainability and strategy
Good to see a serious management journal – MIT’s Sloan Management Review – regularly featuring items on this issue. John Sterman’s ‘Sober optimist’s guide to sustainability‘ and an interview with Rebecca Henderson are both good. Read more
Leadership and strategy
Seeing our bankers grilled by politicians for gross failure highlights a confusion we see much of – an implied assumption that great leadership is the same as great strategic management. Read more
Understanding competitor moves
McKinsey Qtly survey finds that firms can easily anticipate what competitors will do next. Another article explains how to get inside competitors’ heads. .. but I’m still puzzled so little is written in this or any other strategy sources about what to actually do against competitors. It was a key part of my strategy role in practice, makes a huge difference to what can be achieved – and it’s fun!