The favourite saying of one of the executives we work with is: “The opposite of well done is well planned.” While we do not fully agree, he has a point: We love to emphasise the importance of details in strategy planning. This leads to a false confidence that all we need to do is “push the button” and lean […]
We know that time is important – after all, timing is everything! And time is money! If used skilfully, time and timing can be allies in strategising. But, surprisingly (or maybe not-so-surprisingly), getting time right is hard; it involves a complex balancing act. For example, if you push your strategy too much, you overwhelm your team, whereas if you do […]
We like to think that for our strategy work, we will have plenty of time and resources. Armed with both, out of the 10s or 100s of options we have on the table, we will pick the best one.
In this article, we will make the opposite argument. Not only do we not have much time or resources available to […]
In a previous post, we talked about how two major dimensions shape the type of strategy work we need to do: 1) the degree of people impact, i.e., how many people the task at hand affects and how much it affects them; and 2) the degree of uncertainty it faces and subsequently addresses.
With this post, we are going to […]
You are responsible for the success of your strategic initiatives. Your results will be measured and you will be judged. As long as we have success, we consider this to be perfectly fair. But let’s be honest: your results will depend to a large extent not only on what you do (or not do), but also on events and […]
Strategy work is always hard, but particularly so when senior executives know less about emerging trends than the 19-year-old intern that just brought them coffee. Blockchain-based bank accounts, Artificial Intelligence lawyers, smart cities, collaborative robots, autonomous cars and online dating – wherever you look, pervasive digitalisation is turning businesses upside down. “I have been doing this for 50 years” […]