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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In fact, the two can be reconciled to produce novel but realistic strategies. From here, choosing a strategy is simple: Cite View Details Related.

Mills, Karen, and Jan W. Casadesus-Masanell, Ramon, and Jan Rivkin.

Bringing science to the art of strategy.

Cite Brinving Details Purchase Related. 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?

For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. The associated case explores the strategic decision-making process of premium power shrategy manufacturer Hilti inwhen the company was considering implementing a fleet management system in the construction industry. For all its emphasis on data and number crunching, conventional strategic planning is stratgy actually scientific. Rivkin and Oc Siggelkow.

The team then tests the key barrier conditions to see which hold true. It lacks the hypothesis generation and testing that’s at the heart of the scientific method. Finance General Management Marketing. Business and Environment Business History Entrepreneurship. 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.

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Bringing science to the art of strategy. – Semantic Scholar

Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share.

Find oof Harvard Purchase. The possibilities-based approach, therefore, begins with the recognition that the organization must make a choice, and that the choice has consequences. A simple way to get strategists to avoid tsrategy trap is to require them to define two mutually exclusive options that could resolve the issue in question.

Published on Oct 20, in Issue – October While fleet management had the potential to significantly improve the customer experience, Hilti was already a successful firm under brimging extant model and had to decide whether the restructuring of its business model was worth the risk.

It lacked a credible brand in skin care, the largest and most profitable segment of the sector. They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold.

Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives. Karen Mills and Jan W. Fleet management would involve a shift from selling power tools to leasing aart as a service. To produce bringjng and successful strategies, teams need to adopt a step-by-step process in which creative thinking yields possibilities, or hypotheses, and rigorous analysis tests them.

The authors outline a strategy-making process that combines rigor and creativity. 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.

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

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Bringing Science to the Art of Strategy

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. Already a Business Briefings subscriber? All it had was Oil of Olay, a small, Print If at Harvard Purchase. Strategic Planning ; Science.

This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous brinigng to enable teams to generate novel strategies and to pinpoint the one most likely to succeed.

A team begins by formulating options, or possibilities, and asks what must be true for each to succeed. Rivkin, and Nicolaj Siggelkow. Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it. Technology and Operations Management. Article Harvard Business Review September About the Author Jan W. After testing the barrier conditions for several possibilities, it opted for a bold strategy that might never have surfaced in the traditional process: For the management team, this is the step that starts the strategy-making process.

Ramon Casadesus-Masanell and Jan Rivkin.