BRINGING SCIENCE TO THE ART OF STRATEGY LAFLEY PDF

Bringing science to the art of strategy. Lafley AG(1), Martin RL, Rivkin JW, Siggelkow N. Author information: (1)University of Toronto, Rotman School of. Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the Bringing science to the art of strategy. A G Lafley, Roger L. Martin, +1 author Nicolaj Siggelkow; Published in Harvard business review. Manageris recommande l’article Bringing Science to the Art of Strategy, Harvard Business Review,

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Bringing Science to the Art of Strategy – Business Briefings

About the Author Jan W. Karen Mills and Jan W. The possibilities-based approach, therefore, begins with the recognition that the organization must make a choice, and that the choice has consequences. Finance Globalization Health Care. Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share. Once you have framed the problem as a choice — any choice — your analysis and emotions will focus on what you have to do next, not on describing or analyzing the challenge.

This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous process to enable teams to generate novel strategies and to pinpoint the one most likely to succeed. In fact, the two can be reconciled to produce novel but realistic strategies.

Bringing science to the art of strategy.

Fleet management would involve a shift from selling power tools to leasing them as a service. For all its emphasis on data and number crunching, conventional strategic planning is not actually scientific.

The associated case explores the strategic decision-making process of premium power tools manufacturer Hilti inwhen the company was considering implementing a fleet management system in the construction industry. Casadesus-Masanell, Ramon, and Jan Rivkin. To produce novel and successful strategies, teams need to adopt a step-by-step process in which gringing thinking yields possibilities, or hypotheses, and rigorous analysis tests them.

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Article Harvard Business Review September A team begins by formulating options, or possibilities, and asks what must be true for each to succeed. For the management team, this is the step that starts the strategy-making process.

Bringing Science to the Art of Strategy

It lacks the hypothesis generation and testing that’s at the heart of the scientific method. Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives.

Find at Harvard Purchase. Rivkin and Nicolaj Siggelkow. Ramon Casadesus-Masanell and Jan Rivkin.

The authors outline a strategy-making process that combines rigor and creativity. After testing the barrier conditions for several possibilities, it opted for a bold strategy that might never have surfaced in the traditional process: Technology and Operations Management. Published on Oct 20, in Issue – October Cite View Details Purchase.

From here, choosing a strategy is simple: Cite View Details Related. To continue reading, become a paid subscriber for full access. All it had was Oil of Olay, a small, Print Find at Harvard Purchase.

It lacked a credible brand in skin care, the largest and most profitable segment of the sector.

Bringing science to the art of strategy.

They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold. As long as this is the case, the organization will fall into the trap of investigating data related to the issues, rather than exploring and testing possible solutions. Mills, Karen, and Jan W. Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it.

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Finance General Management Marketing. Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model and had to decide whether the restructuring of its business model was worth the risk. Cite View Details Purchase Related. The key is to recognize that conventional strategic planning, for all its analysis, is not actually scientific-it lacks the careful generation and testing of hypotheses that are at the heart of the scientific method.

The group need only review the test results and choose the possibility with the fewest serious barriers.

Business and Environment Business History Entrepreneurship. A simple way to get strategists to avoid that trap is to require them to define two mutually bbringing options that could resolve the issue in question.

For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors.

Login for full access now. The new Olay succeeded beyond expectations-showing what can happen when teams shift from asking “What is the right answer” and focus instead on figuring out “What are the right questions?

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The team then tests the key barrier conditions to see which hold true. Rivkin, and Nicolaj Siggelkow. Strategic Planning ; Science .