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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Bringing science to the art of strategy. – Semantic Scholar
Cite View Details Related. Many managers feel og to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives. Finance General Management Marketing.
Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share. Mills, Karen, and Jan W. The scienfe then tests the key barrier conditions to see which hold true. Published on Oct 20, in Issue – October As long as this is the case, the organization will fall into the trap of investigating data tthe to the issues, rather than exploring and testing possible solutions.
Cite View Details Purchase. It lacked a credible brand in skin care, the largest and brniging profitable segment of the sector. 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 lacks the hypothesis generation and testing that’s at the heart of the scientific method.
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? Rivkin and Nicolaj Siggelkow.
Casadesus-Masanell, Ramon, and Jan Rivkin. Karen Mills and Jan W. The possibilities-based approach, therefore, begins with the recognition that the organization must make a choice, and that the choice has consequences. Finance Globalization Health Care.
In fact, the two can be reconciled to produce novel but realistic strategies. All it had was Oil of Olay, a small, Cite View Details Purchase Related. They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold.
Bringing science to the art of strategy.
Ramon Casadesus-Masanell and Jan Rivkin. Frame a choice by converting each business issue into at least two mutually exclusive laflfy that might resolve it.
Business and Environment Business History Entrepreneurship. Technology and Operations Management. From here, choosing a strategy is simple: While fleet management had the tye to significantly improve the customer experience, Hilti was already a successful scirnce under its extant model and had to decide whether the restructuring of its business model was worth the risk.
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. Once you have framed the laley 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.
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Strategic Planning ; Science. A team begins by formulating options, or possibilities, and asks what must be true for each to succeed.
For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous process to enable teams to generate novel strategies strafegy to pinpoint the one most likely to succeed.
After testing the barrier conditions for several possibilities, it opted for a bold strategy that might never have surfaced in the traditional process: 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 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.
Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. The authors outline a strategy-making process that combines rigor and creativity.