Why Do You Need Strategy?

In my previous posts I gave a definition of what strategy is and why your strategy should be grounded. What I have not discussed yet very explicitly though, is why you would need a strategy in the first place. On the one hand this may be obvious: every organization needs to think about the long…

Seven Signs That a Revolution in Strategy Is on Its Way

We are on the verge of a revolution in strategy. While the signs are not widely acknowledged yet, they are clear. And while these signs still mostly reveal the cracking of the old system, they also give reasons for optimism that something new is on its way. Based on our strategy research, teaching, coaching and consulting,…

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…

Shortcoming 7: Traditional Strategy Downplays Creative Potential

The last and perhaps most important shortcoming of the traditional strategy approach is that it underestimates and oppresses an organization’s creative potential. As stressed in the previous six shortcomings, Traditional strategy puts much weight on an objective and thorough analysis of the organization and its environment. It also puts much weight on prediction and on making…

Shortcoming 6: Traditional Strategy Makes Organizations Over-Dependent on the Environment

A sixth shortcoming of traditional strategy is that it is based on an over-deterministic view on the relationship between an organization and its environment. As we can derive from the attention it pays to analyzing the environment, traditional strategy assumes organizations are bent to the dictates of what happens around them. As long as we know…

Shortcoming 5: Traditional Strategy Assumes the World is Predictable

With its strong emphasis on making well-informed choices and decisions, traditional strategy assumes the world around us is to a large extent predictable and that strategies can be planned quite well in advance. This reliance on prediction and planning is also evident when we see that the traditional strategy approach puts great weight on calculating the…

Shortcoming 4: Traditional Strategy Overrates Mission and Vision Statements

A fourth shortcoming of traditional strategy is that it overrates the importance of mission and vision statements. It suggests that every organization should have a clear vision and mission statement. That is, every organization should clearly express where they want to go and what kind of organization they like to be on that journey. The reason, so…

Shortcoming 3: Traditional Strategy Makes Strategy a Multiple-Choice Exercise

Continuing my discussion of the shortcomings of the traditional approach to strategy, today I will discuss its third shortcoming: that it treats strategy as a sort of multiple-choice exercise. The traditional approach has a strong focus on making the right choices and decisions. As depicted in the summary of  in my earlier blog, the core idea…