War Games as a Strategic Tool

My previous blog discussed the concept of how War Games could be used to address the flaws inherent in the strategy development process. To recap, there are two primary reasons for the flaw: Strategy development is a backward looking process that anticipates known trends and alternatives; Most strategy is developed by a team not responsible […]

Why Your Strategy May be Wrong

Strategy development as practiced by most companies is ill-equipped to anticipate and respond to the changing nature of today’s markets and consumers. This is not only a methodology or framework problem but also a problem with the strategy development process employed by most companies. As I see it, there are 2 fundamental issues: Strategy development […]

Stop Doubling Down on Your Failing Strategy

By Freek Vermeulen and Niro Sivanathan By the end of the 1990s the British music company HMV was on top of the world. Its business model—operating Main Street stores in which customers could browse through a wide collection and listen to tracks with an in-store headset before they decided whether to buy a CD—had delivered […]

Pipelines, Platforms, and the New Rules of Strategy

By Marshall W. Van Alstyne, Geoffrey G. Parker and Sangeet Paul Choudary Back in 2007 the five major mobile-phone manufacturers—Nokia, Samsung, Motorola, Sony Ericsson, and LG—collectively controlled 90% of the industry’s global profits. That year, Apple’s iPhone burst onto the scene and began gobbling up market share. By 2015 the iPhone singlehandedly generated 92% of […]

Why Strategy Execution Unravels—and What to Do About It

By Donald Sull, Rebecca Homkes and Charles Sull Since Michael Porter’s seminal work in the 1980s we have had a clear and widely accepted definition of what strategy is—but we know a lot less about translating a strategy into results. Books and articles on strategy outnumber those on execution by an order of magnitude. And […]