Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds by Chris BradleyQ:
The villain is the social side of strategy. (c)
A funny take on the fallacies of modern strategy considerations. Very light.
The you are your numbers is repeated throughout like a mantra. Thank God, they managed to do without MECE and not boiling the ocean, this time around.
As the strategy process starts, the team agrees that this year you will avoid huge documents with 150 slides and endless appendices. You commit to having real conversations about the future of the business and the tough choices you’ll have to make. Then, two days before the first meeting, three of those 150-page documents land in the CEO’s in-box with a thud. So much for real conversations. (c)
How likely is it for the plan to show low or declining market share? How often does a SWOT analysis come out on the weak side? Those analyses look strong even though we all know for a fact that not every company can win. If one company gains share and gathers strength, others must lose. How often does the presenter arrive at the conclusion that further investments in their own business are not warranted, that the company should consider re-allocating resources to other businesses, cutting back, or even exiting? That just never happens—in strategy presentations, it seems that everyone is a winner. All the time. (c)
Think about one of our ancestors wandering across the plains of Africa. On the occasion of that chap coming across a lion, the chances of him being part of our gene pool today are relatively low if he started to think about the clouds, the beauty of the landscape, or the prospects of finding a meal for the day. They all are possibly interesting or even important topics, but not species-extending in the face of a lion. With fear-induced myopia, our ancestor focused on one thing, and one thing only, and that was getting away when seeing a lion.So, our brain came with a lot of shortcuts (heuristics, in technical terms) that lurk in the deeper parts of the subconscious mind. (c)
How is "Strategy Beyond the Hockey Stick" different?
Strategy Beyond the Hockey Stick
You are currently using the site but have requested a page in the site. Would you like to change to the site? This is not another strategy framework. Rather, Strategy Beyond the Hockey Stick shows, through empirical analysis and the experiences of dozens of companies that have successfully made multiple big moves, that to dramatically improve performance, you have to overcome incrementalism and corporate inertia. He is the co-author of the bestselling book Granularity of Growth. He leads McKinsey's Business Strategy service line.
March 20, They are the authors of Strategy Beyond the Hockey Stick , a new book on strategy and performance. There are far more agendas in the strategy room than just developing a winning strategy. Understandably, budgets are being negotiated, resources are being protected, and jobs and promotions are on the line. The process is clouded by self-interest, internal politics and biases, such as risk aversion and the desire to see your assumptions confirmed. What you typically see in strategy meetings are hockey stick charts.
The new book on how to beat the odds with a bold strategy.
carry onward way my son
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