At DuPont, I was fortunate to work with Pete Compo as the ideas forming the Emergent Approach to Strategy were developed. In recent years I has been involved in the preparation of the Emergent Approach to Strategy and am the first affiliated partner to deliver to help…
The most common leadership failure is treating adaptive challenges as if they were technical problems. This failure is particularly true in strategy design and implementation as the discipline of strategy has not yet caught up to the needs of adaptive challenges.
As a young boy mesmerised by murmurations of starlings with my grandad in Norfolk I was filled with curiosity. How could the birds be organised to perform such complex dynamic manoeuvres? Little did I realise then how these summer evening displays would influence my business thinking in years to come..
The business press is seemingly clear – we are now living in volatile, uncertain, complex and ambiguous VUCA world (as if it was not before!) Even if this really were a new paradigm as some claim it to be, have we adapted our approach to business strategy to reflect this VUCA environment?
A common topic when listening to B2B clients is the challenge of understanding how to define the different roles of a product manager and a marketing manager and how they should work together within an organisation.
Finding the key bottleneck to achieving your aspiration brings focus to both strategy design and execution. Root cause analysis techniques can be powerful tools to expose the hidden bottleneck.
For productive innovation, experience shows that most successful companies tend to be those that start from strategy, rather than just ideation.
94% of survey respondents stated that remote selling can make their businesses more competitive – but current readiness is likely to be less mature than imagined.