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The particular angle we take on strategy development is to focus on what this means in changing times when yesterday is not a good predictor of tomorrow.
How do we deal with crisis, unprecedented luck, changing social and political structures and uncertainty?
Strategy development and implementation often become much more inextricably linked and we need to see strategic interventions as more experimental and uncertain in outcome than we prefer to believe. This has implications for leadership style, organisation structure and culture.
An article on this topic is available for download here.
The strategy process can be significantly affected by the dynamics of the senior team; with this in mind, we often combine team development with strategy development and in this way behaviours and feelings about strategy are acknowledged and brought into the open as well as facts, thoughts and analytical perspectives.
Jean Boulton and Professor Peter Allen have written a book chapter on strategy and complexity in 'Advanced Strategic Management: A Multi-perspective Approach' edited by Véronique Ambrosini, Mark Jenkins & Nardine Collier (Palgrave Macmillan) (ISBN-10: 1403985928 & ISBN-13: 978-1403985927). To download the introduction, click here.
A further paper on the topic of strategic management can be downloaded here.
We have become increasingly interested in the possibilities of scenario planning and futures work; with climate change, growth in China, peak oil, possible US recession, global financial instability all poised to change the status quo, engaging organisations in thinking about possible futures and what it means for them has never been more important. Not taking action because things might not change is becoming less of an options. We may need to wager with Pascal!
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