Hot strategic yoga

Let’s not let our brains get like our hamstrings

The War (Game) Metaphor

This is something I’ve learned from all those war games: Watch out for the war metaphor in your strategic thinking, and challenge it if you see it. The challenge doesn’t cost you anything. You can always go back to the war metaphor if you really think it works.

The First-Tagger Advantage

Same-store sales rose 14.3% when using RFID tags on clothes. Is there a first-tagger advantage, and is it worth having? Let’s think it through.

Are We Clear?

“Where is the evidence that a clear strategy makes a company more likely to succeed?” That brave question is stunningly difficult to answer. We’ll try anyway, and end up with a bumper sticker for professional strategists.

The Burden of Anecdote

In lieu of evidence and a causal theory, I say that if you like to tweet, go ahead and tweet. You don’t need to justify it — and you cannot justify it —any more than you need to justify a preference for cabernet sauvignon over pinot noir.

Honey, We Shrunk The Industry Again

We’ve run it again: a business war game on the automobile industry. It was to demonstrate war-gaming, not to solve the industry’s problems. That said, it revealed a lot about what goes right and what goes wrong when people develop competitive strategies.

Honey, We Shrunk The Industry

ACS and SCIP Oregon conducted a business war game of the automobile industry. Here’s why, here are lessons from the war game, and here’s what you should do in your own business.

Taking the Stress Test

Don’t we all wish that the stress tests of banks had been done, say, a year and a half ago? The case for running our own stress tests on our businesses.

That’s a Wrap

Remember that the tough problem a year ago was where to buy a Nintendo Wii? Thinking about 2008, your next strategy move, and 2009.

What You Pay For

Is high executive compensation a problem, or is it high pay for bad performance? The difficulties of regulating compensation, some reasons why good executives go bad, and the need to focus on performance at least as much as on compensation.

What are you?

You’re no longer a “manufacturer” or “retailer” or “Internet company” or “designer”…unless that’s how you see yourself, in which case make sure that’s a box you want to live in (if you want to live in a box at all).