Strategy is not what it used to be—or what it could be. In the past 25 years it has been presented, and we have come to think of it, as an analytical problem to be solved, a left-brain exercise of sorts. This perception, combined with strategy’s high stakes, has led to an era of specialists—legions of MBAs and strategy consultants—armed with frameworks and techniques, eager to help managers analyze their industries or position their firms for strategic advantage.
21 February, 2013
19 February, 2013
Let’s face it. CEOs come and go. But , if developed in a comprehensive way,
In the last few years we’ve seen new CEO’s at , HP, , and other prominent companies, and in each case we watch to see if the CEO can “pull it off.”
15 February, 2013
Being in the right place at the right time can make or break careers and companies.
A classic old film comedy, Being There, stars the late Peter Sellers as dimwitted Chance the Gardener, who tended the grounds for a wealthy elderly gentleman. After the gentleman dies and Chance dons his clothes, Chance is swept into high VIP circles by a series of accidents. His name is misheard as "Chauncey Gardiner," and his mumbled observations on gardens are taken as wise strategic metaphor. He is soon a major national advisor. And just because he is there, opportunities proliferate; he is chosen to head a significant company. The final scene shows him with one foot almost at a pond, umbrella held high, presumably about to walk on water.