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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After testing the barrier conditions for several possibilities, it opted for a bold strategy that might never have surfaced in the traditional process: About the Author Jan W. Once you have framed the problem as a choice — any choice — strateby analysis and emotions will focus on what you have to do next, not on describing or analyzing the challenge.

Fleet management would involve a shift from selling power tools to leasing them as a service. In fact, the two can be reconciled to produce novel but realistic strategies. The group need only review the test results and choose the possibility with the fewest serious barriers.

Already a Business Briefings subscriber? Login for full access now. A simple way to get strategists to avoid that trap is to require them to define two mutually exclusive options that could resolve the issue in question.

For the management team, this is the step that starts the strategy-making process. Cite View Details Purchase Related. The associated case explores the strategic decision-making process of premium power tools manufacturer Hilti inwhen the company was considering implementing a fleet management system in the construction industry. Rivkin, and Nicolaj Siggelkow.

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Karen Mills and Jan W. For Hilti, it represented an entirely new brinbing model, which would substantially differentiate the company from its competitors. Published on Oct 20, in Issue – October Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. Strategic Planning ; Science.

Bringing Science to the Art of Strategy

For all its emphasis on data and number crunching, conventional strategic planning is not actually scientific. Casadesus-Masanell, Ramon, and Jan Rivkin. The possibilities-based approach, therefore, begins with the recognition that the organization must make a choice, and that the choice has consequences. Business and Environment Business History Entrepreneurship. From here, choosing a strategy is simple: It lacked a credible brand in skin care, the largest and most profitable segment of the sector.

Rivkin and Nicolaj Siggelkow. 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.

Cite View Details Related. Many managers feel doomed to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives. They should ask what must be true for a given possibility to succeed—and explore whether those conditions hold. 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?

Mills, Karen, and Jan W. Cite View Details Purchase.

Bringing Science to the Art of Strategy – Business Briefings

To continue reading, become a paid subscriber for full access. This seven-step method, developed by the authors, involves applying creativity to a scientifically rigorous process to enable teams to generate novel strategies and to pinpoint the one most likely to succeed. All it had was Oil of Olay, a small, It lacks the hypothesis generation and testing that’s at the heart of the scientific method. 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.

Ramon Casadesus-Masanell and Jan Rivkin.

Bringing science to the art of strategy.

To produce novel 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. Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it.

Article Harvard Business Review September While fleet brihging had the potential to significantly improve the customer experience, Hilti was already a successful firm under its extant model and had to decide whether the restructuring of its business model was worth the risk. Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share.

Finance Globalization Health Care. Technology and Operations Management. A team begins by formulating options, or possibilities, and asks what must be true for each to succeed. The authors outline a strategy-making process that combines rigor and creativity. Find at Harvard Purchase. The team then tests the key barrier conditions to see which aet true.