One of the most common questions we hear from foresight managers looking to develop foresight in their company is the following: How do I involve more people in our foresight work?
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Where is strategic management headed? I have shared my views about the past, present, and future of strategic management in dozens of presentations, hundreds of discussions, numerous investment negotiations, and more.
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In order to detect the early signs of disruptive forces - to out-think your competition - I think a systematic way of getting new inputs is crucial. A key use case of foresight work is to place trend implications on long-term strategic horizons and to use this as input for your own strategic positioning.
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A few topics reoccur with companies facing a strategic change. Based on those, I will look into three different transformation cases in these blog posts. I will reflect on them against their specific market position and potential external change factors.
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A few topics reoccur with companies facing a strategic change. Based on those, I will look into three different transformation cases in these blogs. I will reflect them against to their specific market position and potential external change factors. All of these have the same key needs for strategy and transformation talk:
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The years working with different organizations and cases have shown that there are several topics recurring in strategic discourse in companies that are facing strategic change. In these blog posts, I will look into three different transformation cases, in relation to their specific market position and external change factors.
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During the last 15 years of acting in multiple positions in various organizations and seeing the many ways strategy work, strategic planning and strategy execution are done, few topics keep reoccurring in strategy talk. In the following series of four blog posts, I am sharing three typical stories from organizations’ point of view. The stories shared are based on real life and experience, but none represent a single case as such.
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Continuous renewal is a necessity. While one might argue differently for any one company, the statistics are brutal as summarized in this Harvard Business Review article based on research by Vijay Govindarajan and Anup Srivastava: the rate of corporate death due to sticking with "business-as-usual" is really, really high.
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Living with a strategy sounds easier than it perhaps is. After the strategic targets are set, they need to be communicated extensively, translated into smart milestones and goals, and committed to by the entire organization.
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