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Strategic Thinking for Turbulent Times |
Very soon after the crash of 2008, most of the
conventional conceptual and operational frameworks for
strategy formulation and strategy choice ran out of
steam. Five years later, as this author notes, the
search is still on for more compatible models for
strategy analysis, formulation, choice and
implementation. In this article he offers a model and
four options for applying it that he believes is an
answer for most firms still searching.
Conceptual frameworks for strategy formulation and
strategy choice are running out of steam today. They are
losing a great deal of relevance within rapidly and
radically changing environments. Decades of largely
positive, fairly stable and reasonably consistent growth
in output and trade is giving way to a widespread
decline in economic activity and the retreat of trade
across the globe. Capital markets that were only
recently characterized by easy credit, massive leveraged
buyouts and a thriving private equity industry have been
rudely disrupted by the powerful forces of economic
instability. This change in fundamentals is leading to
the search for more compatible models for strategy
analysis, formulation, choice and implementation. 2013 |
