Start with What: Why Offerings Are a Better Starting Point than Purpose

The accepted belief in strategy is that any organization should start with a clear mission, vision, goals, ‘why’, set of values, or any other expression of a bigger purpose and that everything else should be derived from that. That sounds nice and intuitive. It sounds nice because it make us feel like welldoers who serve…

20 Simple Solutions for Successful Strategy Execution

As summarized in my previous post, research on strategy execution has revealed no less than 20 key problems that appear over and over again as reasons for failure. Luckily, for many of these problems we already know their solution. Therefore, many of the problems that appear repeatedly can be solved with the knowledge of today.…

Should Strategy Become More Agile?

In my previous posts I summarized the broad and deep concerns about the way strategy is currently carried out. In the academic literature and popular business press we find numerous ideas for improvement. In this post and the next four, I discuss the five most important solutions that are offered. The first of these is that…

The Long Overdue Call for Something New in Strategy

As my four previous posts should confirm, strategy is indeed pretty much a mess – as a friend of mine called it. Or let’s say that, whether it is strategy research, strategy education, strategy consulting, or strategy practice, the current state of the field is at least not optimal… The picture that we get is that strategy…

What Is Wrong With Strategy Research?

After having summarized the criticisms that are given to strategy practice, strategy consulting and strategy education, I end this four-part series on ‘what is wrong with…’ with a critique on strategy research. Like the previous posts, what I write here is primarily based on what strategy scholars have written in the established academic strategy and management journals…