Article of the Week
What Business Can Learn from Military Strategy (BCG Perspectives)
Big Idea: Everyone knows “strategy” comes from the Greek for General. Why isn’t everyone interested in leadership, organization, and strategy studying the military then? Here’s an interview (and video) with military historian and business consultant Stephen Bungay arguing everyone should. One key insight core to adaptable strategic alignment: “developing and executing a strategy is a distinction without a difference.”
Editor’s Choice Articles
CrossLead – Leadership Solutions (Management Innovation eXchange)
Big Idea: From the battlefield to the boardroom – the former General has formed the McChrystal Group to share the best leadership practices of asymmetric warfare and train organizations in a transformational leadership system called CrossLead. Among its hallmarks are teamwork, communication, focus, and decentralized decision-making in execution. Here’s an overview for you grunts.
The social side of strategy (McKinsey Quarterly)
Big Idea: Is it time to consider crowdsourcing your strategy? McKinsey provides a lengthy review of the companies that have tried it and reaped the benefits of more robust strategic alignment. But how many leadership teams have the courage? Some reasons to muster the gumption are found in the linked article on “Collaborative Strategic Planning” – it may help overcomes the biases of traditional planning.
9Lenses – Hacking the Framework of Management (Management Innovation eXchange)
Big Idea: A “framework for all business knowledge” sounds daunting if not dubious. Overlook the “new age capitalism” and you’ll find an interesting extension of the Kaplan-Norton strategy map of four perspectives expanded to nine “lenses.” Introduction to the book 9Lense: Insight into Action by Edwin Miller and software that may help to those considering a “social strategy.”
It’s Time to Rethink Continuous Improvement (HBR Blog Network)
Big Idea: The time is overdue in my opinion! Ron Ashkenas says there’s no need to give up what works. Just understand the limitations and potential for a set of tools to constrain your strategy, organization, and culture unintentionally.