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Advances in Strategy Development for the 21st Century

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Advances in Strategy Development for the 21st Century
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Where are we as a result?


One of the early consequences, however, of accepting change as unremarkable and complexity as a given, has been to dramatically ‘shorten’ strategic horizons. Much of strategy today is seeking decisions that lead to near term results and in the corporate world, immediate value creation. At the same time, hundreds of billions of dollars are accumulating in retirement funds and this money has to be invested – somewhere.

Standing back from the detail, it is possible to see:
 
The TMG proposition is that this is an early, misguided response to complexity and change. It is evidence more of a temporary strategic response until equilibrium (slower change and less uncertainty) returns.
In reality, a more enlightened embrace of complexity and less dependence on control would better equip strategy makers and all organizational participants to plot lower risk and higher value pathways forward. In many ways, the future is clear.
 
  • Vast sums of capital accumulated on the promise of great returns;
  • Meeting businesses responding to change & uncertainty by wanting more immediate (lower risk) gains;
  • Agreeing to bring forward the crystallization of future value in today’s PE ratios.
To do so, however, we need to keep the value of favorite strategy tools (like SWOT, 5 Forces, Delta, Six Sigma) and more actively embrace tools that rely upon the concept of self organizing systems, creating opportunities for value creation that are often lost in the drive to control. Such tools including collaborations, learning organization, critical confrontations and open sourcing).
 
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