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'Strategy' is not a singular concept. Firms and organisations face strategic issues and challenges at multiple levels from the universal to the particular. We address each of them.
We offer a range of services to help firms and organisations improve their insight into their markets, capabilities and strategies.
We aren't the geniuses of the first Solvay Conference but we bring together a diverse and capable team improve your strategic insight. All our people bring a particular and special insight.
Our firm is unashamedly thought-led. We are innovators, not followers. We aim to bring a unique perspective to your strategic problems to help you to understand them better and improve your responses to them.
We focus on improving your strategy by making it more useful and more resilient. Our work focuses on adding dimensions to strategy.
Greater dimensions offer greater insight from strategy and make it more useful for decision-making and for initiating actions which change how the firm operates in and serves its markets. Dimensions build the narrative of strategy.
To understand the impact of greater dimensionality in strategy, we use the analogy of map-making and its impact on how we view the world. Take a look for yourself and the story of adding dimensions to our understanding of our world.
dimensions in strategy: a story told in maps . . .
Adding dimensionality to strategy is like adding detail to a map – to our understanding of our world.
The Waldeseemuller map of 1507 is one of the first representations of the whole world.
The age of exploration brought new detail to our understanding of global geography. Over time, we built up greater knowledge of our world – analogous to understanding our markets and the capabilities of our firms.
By 1800, our navigation of the world was complete but understanding of it was partial, inaccurate. This is where a lot of firms are with their understanding of their strategy. These firms need to add dimensionality to their strategy.
Of course, maps depend on map-makers. Cartography is not a fixed science; history moves on. So too with strategy; markets do not stand still; needs, tastes and competitive offerings change. Strategy must adapt to markets as they unfold over time.
Gradually, a more comprehensive and accurate picture emerges; we fill in the detail. But simply understanding the world in two dimensions is not enough.
By adding a dimension – here, height on a relief map – we gain more information. More information can give us a greater understanding; from a greater understanding, we will gain greater insight.
Different ways of looking at the world present different details; there is no one 'right' way to view the world. Again, so too with strategy. How we look at our markets and ourselves often determines what we see.
In 1946, we took the first pictures of the world from space; the space race, that was to characterise the Cold War, had begun. New dimensions were about to change or thinking on our world.
The NASA Apollo programme changed our perspective of our world by situating us the empty expanse of space. The perspective with which we view our markets and our firms alters our view of what and who we are . . .
. . . and offers us new understanding of our lives and our planet. Viewing strategies and markets through different lenses offers the same breadth of insights . . .
. . . new ways of understanding how our decisions and actions impact our markets and customers and how our emerging technologies and interconnectedness offer new challenges to manage and opportunities to exploit.
By increasing dimensionality – the breadth of perspective of the firm in an uncertain future – our strategies gain richness, resonance and resilience; by increasing dimensionality we make strategy better, more useful, more robust. By adding dimensionality, we make a better strategy story – we give strategy more impact.
Increasing the dimensionality of strategy adds to its robustness and its resilience in the face of shocks; it offers greater opportunities to build a compelling narrative around your strategy which improves its resonance and impact.
When it comes to ethics and US business, things may be about to take a turn for the worse. The second part of a response to a blog by Harvard Business School's Eugene Soltes.
Eugene Soltes of HBS misses the point about ethics and the role of training in 'Why It’s So Hard to Train Someone to Make an Ethical Decision' at HBR online.
Can the Leave vote be said to represent a tyranny of the majority? The best starting point for finding out is the originator of the phrase, John Stuart Mill.
In what possible way was the vote 'undemocratic', as some claim?
The first of a series of articles looking at the Brexit vote, what it means and its impact
The typical B-school view glosses over a lot of what makes strategy important and contributory on an on-going basis.
Andrea Ovans reviews Michael Porter's classic 1990 article "What is strategy?" at HBR online. We review Andrea Ovans' review.
Veteran US journalist Seymour Hersch has a view on the death of Osama bin Laden. We are not so sure . . .
In September 2014, the FRC changed how UK listed companies are expected to respond to risk at board level. How many will make the changes . . . ?
We need to be more critical and more honest about what actually works and what doesn't in corporate risk practice.