Strategy, complexity, profanity. Creator ABCDE framework, 4E model + Idun & Edda. As seen in books, on stage, on TV, in newspapers, in columns etc.
Everywhere, man.
Joined April 2017
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So, given that I am now a fully independent consultant, I have decided to start a newsletter. I know, I know. There are far too many already. But there won't be many, if any, like this one.
Welcome to Strategy in Praxis.
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In this week’s SiP, we take a look at competition — long considered the most important aspect of strategy. But does getting the better of a rival necessarily make for better strategy?
As always, I hope that you will like it and have a great weekend!
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In this week’s free-for-all Strategy in Praxis, we ask an odd question: should brands grow?
The answer may surprise you.
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Companies do not merely grow; they grow into things. Early improvisations become habits, success creates obligations, and accumulated experience can eventually become as dangerous as inexperience once was.
This week, I look at what changes as a business moves from infancy to maturity — and why each stage demands learning a different lesson.
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In today’s slightly delayed newsletter, we look at how firms may change direction without changing direction: how can a firm pursue a consequential change without first having to settle what the whole business should become?
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We begin with what I call the multiplication error: the belief that a successful initiative turn the rules of expansion into doing more of what works, and reaping more of the rewards. Yet even evidence from millions of households can mislead...
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In this week's (monthly) free-for-all Strategy in Praxis, we put the common claim that it is best to focus on The One Thing during times of high uncertainty against the suggestion that it is always better to keep all one's options open.
Enjoy (I hope)!
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This week, a new and improved Strategy in Praxis discusses synergy effects, strategic fit, and the largely ignored practical problem within.
As always, I hope that you will like it and have a great weekend!
strategyinpraxis.substack.co…
In today’s newsletter, we discuss one of the most important tensions in strategic management: the ultimate target of a strong emergent result from the whole enterprise vs the management of all that which produces it in the first place.
When we do not know what to do, there is one response that comes most naturally: we look at what worked for somebody else and try to do the same.
There are, admittedly, good evolutionary reasons for that instinct. But in strategy, replication becomes much stranger — and much more dangerous — than it first appears.
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Do most strategies fail because of execution? This week, we took a look at some of the figures usually involved in the claim and found, well, have a look see for yourself in this free-for-all edition of Strategy in Praxis.
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This week, we channel our inner Alanis Morissette while looking at cascading strategy. A bit ironic, don’t you think?
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A great many strategic frameworks begin with some form of diagnosis; the strategists analyzes the market, identifies the problem, defines the correct solution, and off they go.
But what if knowing the answer might actually be a problem in itself? This week’s free-for-all newsletter delves into how I dealt with the question while working through a letter in the ABCDE framework.
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In today’s Strategy in Praxis, we take a look at innovation in practice — can managers inspire their teams to innovate more? If not, what can they do instead?
I hope that you will like it and have a great weekend!
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In today’s free-for-all Strategy in Praxis, we attempt to answer the question whether execution is eating strategy. The answer may surprise you. Or not.
Either way, I hope that you will enjoy it.
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In practice, strategies rarely succeed because they are perfect; they succeed because people adapt around them intelligently.
Leaders should therefore stop demanding strategic behavior in the abstract and instead create the conditions, boundaries, trade-offs, and decision rules that make such behavior possible.
Voilà:
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