Strategy is a means to an end: favorable business outcomes. When we think about strategy, we tend to think about planning: study your situation, define a goal, and draw up a step-by-step path to get there. For a long time, planning was the dominant approach in business strategy—in both the boardroom and the classroom. But effective business strategy has never really consisted of just this one approach. The multidecade plans that oil companies make would feel inappropriate to the CEO of a software firm that faces new products and competitors every day and that therefore adopts a more fluid and opportunistic approach to strategy. Neither would such long-term plans feel natural to an entrepreneur creating and bringing a new product or business model to market.
What is this broader set of ways in which we can approach strategy, and which approach is the most effective in which situation? That is the central question of this book, and we will show that getting the answer right can deliver demonstrable, significant value.
Comments
Post a Comment