by Roger Martin
Are you just playing—or playing to win?
Strategy is not complex. But it is hard. It’s hard because it forces people and organizations to make specific choices about their future—something that doesn’t happen in most companies. Read more
By Rentia Muell
Let’s explore if the balanced scorecard and cascading choices can be used in a different way to discover interrelationships between seemingly unrelated concepts. What will happen if our strategic priorities or cascading choices are connected with the perspectives of the balanced scorecard? Read more
By Deloitte
We explore three critical strategic tensions—incoherence, incongruence, and inconsistency—their root causes, how to identify them, and how to make sure that they don’t prevent your strategy from realizing its full potential. Read more
by A.G. Lafley, oger Martin and Jennifer Riel
For too many leaders, strategy is a struggle. Despite all the different tools available (or perhaps because of them), strategy can seem mysterious and scary, with huge reward for success, disasterous implications for failure and many unknown danges lurking along the way. Read more