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

Cite View Details Purchase Related. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from scence competitors. Business and Environment Business History Entrepreneurship.

The authors outline a strategy-making process that combines rigor and creativity. Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share.

The group need only review the test results and choose the possibility with the fewest serious barriers. Find at Harvard Purchase. Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it. 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.

Bringing science To the Art Of strategy by yazeed alfawaz on Prezi

To continue reading, become a paid subscriber for full access. From here, choosing a strategy is simple: They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold. It lacked a credible brand in skin srt, the largest and most profitable segment of the sector.

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Print Find at Harvard Purchase. Fleet management would involve a shift from selling power tools to leasing them as a service. A simple way to get strategists to avoid that trap is to require them to define two mutually exclusive options that could resolve the issue in question.

For all its emphasis on data and number crunching, conventional strategic planning is not actually scientific.

Mills, Karen, and Jan W.

lzfley Once you have framed the if 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. Cite View Details Purchase. 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?

Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives.

Bringing science to the art of strategy.

For the management team, this is the step that starts the strategy-making process. A team begins by formulating options, or possibilities, and asks what must be true for each to succeed. Article Harvard Business Review September Strategic Planning ; Science. Published on Oct 20, in Issue – October All it had was Oil of Olay, a small, Rivkin and Nicolaj Siggelkow. Finance Globalization Health Care. Already a Business Briefings subscriber?

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Finance General Management Marketing. Login for full access now. As long as this is the lwfley, the organization will fall into the trap of investigating data related to the issues, rather than exploring and testing possible solutions. To produce novel and stratgy strategies, teams need to adopt a step-by-step process in which creative thinking yields possibilities, or hypotheses, and rigorous analysis tests them. This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous process to enable teams to generate novel strategies sciencs to pinpoint the one most likely to succeed.

Rivkin, and Nicolaj Siggelkow. The possibilities-based approach, therefore, begins with the recognition that the organization must make zcience choice, and that the choice has consequences. Cite View Details Related. Karen Mills and Jan W. After testing the barrier conditions thr several possibilities, it opted for a bold strategy that might never have surfaced in the traditional process: Casadesus-Masanell, Ramon, and Jan Rivkin.

Bringing science to the art of strategy.

Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. 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.

In fact, the two can be reconciled to produce novel but realistic strategies.