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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Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it. Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives. Fleet management would involve a shift from selling power tools to leasing them as a service. While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model and had to decide whether the restructuring of its business model was worth the risk.
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Bringing science to the art of strategy.
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. About the Author Jan W.
The group need only review the test results and choose the possibility with the fewest serious barriers. In fact, the two can be reconciled to strategh novel but realistic strategies. As long as this is the case, the organization will fall into the trap of investigating data related to the issues, rather than exploring and testing possible solutions.
They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold. Karen Mills and Jan W. Rivkin, and Nicolaj Siggelkow.
It lacked a credible brand in skin care, the largest and most profitable segment of the sector. Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice.
Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share. A team begins by formulating options, or possibilities, and asks what must be true for each to succeed.
The possibilities-based approach, therefore, begins with the recognition that the organization must make a choice, and that the choice has consequences. For all its emphasis on data and number crunching, conventional strategic planning is not actually scientific.
Finance General Management Marketing. 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. The new Olay succeeded beyond expectations-showing what can happen when teams shift from asking “What is the right answer” and focus instead on figuring out “What are the right questions?
Bringing Science to the Art of Strategy – Business Briefings
Finance Globalization Health Care. 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. Print Find at Harvard Purchase. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors.
Bringing Science to the Art of Strategy
To produce novel and successful strategies, teams need to adopt a step-by-step process in which creative thinking yields possibilities, or hypotheses, and rigorous analysis tests them. The authors outline a strategy-making process that combines rigor and creativity. Strategic Planning ; Science. From here, choosing a strategy is simple: Rivkin and Nicolaj Siggelkow.
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This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous process to sciencf teams to generate novel strategies and to pinpoint the one most likely to succeed.
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