How Individual Visions Enable the Design of a Market Strategy that Works
This book is about strategy making. Over the last 50 years, academics, consultants, and practitioners have been thinking hard about strategy, providing many – often powerful – analytical tools, frameworks and processes. And for many years, the academic discipline of strategic management had an impressive impact on organizational practice. But times have changed. When I talk to managers about strategy and strategy making today, they often roll their eyes and their body language waves this topic aside. Asked for reasons or underlying experiences that cause their refusal, they often answer in the form of a question: ‘What about strategy implementation?’ When inquiring further it turns out that this question actually refers to their practical experience – many strategies are not realized. Even more dramatic, this experience is becoming a truism. As a result, strategy has become a term that has fallen into disgrace for many practitioners and dramatically lost practical relevance in recent years (see Huﬀ, 2001). This is a paradox because, at the same time, practitioners as well as academics see that creative and customer-oriented strategies are increasingly indispensable to organizations in times of hypercompetition and rapidly changing business environments (see Magretta, 2002; Porter, 1996; Ford and Gioia, 1995). In accordance with other strategy researchers my sense is that these times of rapid change require substantial modiﬁcations in strategy making. In such an uncertain environment, ‘the key to success moves from the “optimal strategy” to the “most skilful strategy process” ’ (van der Heijden, 1996, p. viii). Instead of being...