BCG suggests strategy too often assumes we can get sustained advantage in stable markets vs. few, known competitors by choosing good positions and building key capabilities. (Seems to have worked fine for Toyota, IKEA, Amazon etc.) Like others they suggest turbulent times make other sources of advantage important. Continue reading »
Jan 112010
Though over-hyping of strategy issues is unhelpful, some radical changes do need dealing with. In Taking Advantage of Tumultuous Times: Claiming the Future, Eamonn Kelly, a Monitor partner, highlights a few big shifts. Most of the discussion is general and it’s not clear exactly what management should do, but one issue - the vast numbers of emerging consumers - can be evaluated and built into strategic plans. There is a simple reason this trend can trigger ‘siesmic shifts’ in demand - Continue reading »
Jan 022010
Strategy is not solely of concern to firms of course, but to public services, voluntary organisations and others [though you would hardly know it to read the strategy textbooks and journals, which largely ignore these vast sections of the modern economy]. The collapse of Dubai is a spectacular case of strategic incompetence, but also throws up an issue of wider importance.
