In June, Katri and Katja attended Copenhagen Future Days, joining designers, futurists, researchers and practitioners in conversations about the forces shaping the future. For us, one of the most valuable aspects of the event was its multidisciplinary perspective. Understanding the future requires more than following individual trends—it calls for connecting insights from technology, society, culture […]
Copenhagen Future Days Read More »
When organisations revisit their strategy, the discussion often focuses on objectives, strategic priorities, initiatives or performance metrics. All of these matter. Yet one question is asked far less often: what is it about our strategy that actually needs to change? The answer is not as straightforward as it may first appear. Strategy does not begin
What Really Needs Updating in a Strategy? Read More »
Much has been written about the increasing volatility and complexity of the business environment — and for good reason. They make strategic work more demanding. Whether the challenge stems from volatility, uncertainty or deeper structural complexity, the implication is the same: good strategy depends on clear, disciplined thinking. It requires judgement, focus and the ability to make
Good Strategy Is Rare — Because Clear Thinking Is Hard Read More »
This book addresses a fundamental question: Why is so much strategy ineffective, and what distinguishes good strategy from bad strategy? Rumelt argues that bad strategy is not the absence of strategy, but the presence of superficial substitutes for it—such as vague ambitions, buzzwords, growth targets, and overly complex frameworks that avoid hard choices. According to the
Rumelt: What is the difference between good and bad strategy and why it matters? Read More »
This article addresses a fundamental question: Why do some leaders consistently discover better strategies, even when facing similar information and constraints? The article claims that strategic success depends not only on choosing better actions, but on how leaders mentally frame the strategy problem in the first place. Managers’ mental representations determine which alternatives they see as
Csaszar & Levinthal: Why Do Some Leaders Discover Better Strategies Than Others? Read More »
This article addresses a fundamental question: What makes a question strategic? The article claims that decisions become more strategic due to their interdependence with other decisions along three dimensions: interdependence across decisions occurring within the same time period, interdependence with decisions of other actors, and intertemporal interdependence of decisions. The article draws attention to the
Leiblein, Reuer and Zenger: What makes a question strategic? Read More »