How Individual Visions Enable the Design of a Market Strategy that Works
Anne Sigismund Huﬀ Scholars/practitioners shaped management disciplines and helped systemize practice until about 50 years ago. Unfortunately, from my point of view, the double agenda is not seen as often today. But this book shows why it is important, and how it can be achieved. Olaf Rughase draws on his experience and academic training to develop a new approach to designing strategies that are likely to be successfully implemented in the marketplace. This topic has been central to strategic management from its inception and is of increasing interest in many other ﬁelds. Still, most observers are likely to agree with Michael Tushman’s presentation of the current situation: ‘Inertia is so, so, so strong that few companies are able to succeed in their attempts to move away from current technologies and current customers.’1 It is generally agued that ‘stress’ motivates organizations that try to ﬁnd new ground. Most of the literature, both academic and practice oriented, tends to emphasize the negative impact of competitors’ success, declining revenues, eroding customer bases, and other disappointments, though galvanizing opportunities from changing technologies, customer demographics and the like are also recognized. A few argue that positives within the organization, such as strong returns, are also potentially stressful and likely to lead to strategic change.2 Olaf Rughase makes a similar point, but his positive position is the ‘desired future identity’ of the organization, initially articulated by individuals and then melded into a mutually agreed ideal. Though it is not framed in these terms, I am interested...