Bringing science to the art of strategy. Lafley AG(1), Martin RL, Rivkin JW, Siggelkow N. Author information: (1)University of Toronto, Rotman School of. Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the Bringing science to the art of strategy. A G Lafley, Roger L. Martin, +1 author Nicolaj Siggelkow; Published in Harvard business review. Manageris recommande l’article Bringing Science to the Art of Strategy, Harvard Business Review,
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Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share. A simple way to get strategists to avoid that trap is to require them to define two mutually exclusive options that could resolve the issue in question. Mills, Karen, and Jan W. Article Harvard Business Review September Published on Oct 20, in Issue – October Finance Globalization Health Care.
Bringing science to the art of strategy.
For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. Business and Environment Business History Entrepreneurship. Login for full access now. The associated case explores the strategic decision-making process of premium power tools manufacturer Hilti inwhen the company was considering implementing a fleet management system in the construction industry. It lacked a credible brand in skin care, the largest and most profitable segment of the sector.
Strategic Planning ; Science. The team then tests the key barrier conditions to see which hold true.
Rivkin and Nicolaj Siggelkow. The key is to recognize that conventional strategic planning, for all its analysis, is not actually scientific-it lacks the careful generation and testing of hypotheses that are at the heart of the scientific method.
Karen Mills and Jan W. Cite View Details Related.
Find at Harvard Purchase. They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold. Rivkin, and Nicolaj Siggelkow. The authors outline a strategy-making process that combines rigor and creativity.
About the Author Jan W. A team begins by formulating options, or possibilities, and asks what must be true for each to succeed.
Bringing science to the art of strategy. – Semantic Scholar
Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it. The possibilities-based approach, therefore, begins with the recognition that the organization must make a choice, and that the choice has consequences. Cite View Details Purchase Related. Once you have framed the problem as a choice — any choice — your analysis and emotions will focus on what you have to do next, not on describing or analyzing the challenge.
Ramon Casadesus-Masanell and Jan Rivkin.
For the management team, this is the step that starts the strategy-making process. This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous process to enable teams to generate novel strategies and to pinpoint the one most likely to succeed.
For all its emphasis on data and number crunching, conventional strategic planning is not actually scientific.
Bringing science to the art of strategy.
To continue reading, become a paid subscriber for full access. Finance General Management Marketing. Cite View Details Purchase. Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives.
All it had was Oil of Olay, a small, From here, choosing a strategy is simple: In fact, the two can be reconciled to produce novel but realistic strategies.
Already a Business Briefings subscriber? After testing the barrier conditions for several possibilities, it opted for a bold strategy that might never have surfaced in the traditional process: