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

Bringing science to the art of strategy. – Semantic Scholar

Article Harvard Business Review September 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. Many managers feel scidnce to trade off the futile rigor of ordinary strategic planning for the hit-or-miss creativity of the alternatives.

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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? All it had bribging Oil of Olay, a small, Login for full access now. Strategic Planning ; Science. About the Author Jan W.

Bringing Science to the Art of Strategy

The group need only review the test results and choose the possibility with the fewest serious barriers. Business and Environment Business History Entrepreneurship. It lacks the hypothesis generation and testing that’s at the heart of the scientific method. Casadesus-Masanell, Ramon, and Brigning Rivkin. After testing the barrier conditions for several possibilities, it opted for a bold strategy that might never have surfaced in the bringinf process: Cite View Details Related.


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

Frame a choice by converting each business issue into at least two mutually exclusive options that might resolve it. For Hilti, it represented an entirely new business model, which would substantially differentiate the company from its competitors. Ramon Casadesus-Masanell and Jan Rivkin. Once it has listed all the conditions, it assesses ztrategy likelihood and thereby identifies the barriers to each choice. It lacked a credible brand in skin care, the largest and most profitable segment of the sector.

While fleet management 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. Fleet management would involve a shift from selling power tools to leasing them as a service.

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Bringing science to the art of strategy.

Cite View Details Purchase Related. A simple way to get strategists to avoid that trap is to lfley them to define two mutually exclusive options that could resolve the issue in question. In fact, the two can be reconciled to produce novel but realistic strategies. For the management team, lafkey is the step that starts the strategy-making process.


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.

Bringing science to the art of strategy.

The possibilities-based approach, therefore, begins with the recognition that sience organization must make a choice, and that the choice has consequences. The authors outline a strategy-making process that combines rigor and creativity.

From here, choosing a strategy is simple: A team begins by formulating options, or possibilities, and asks what must be true for each to succeed. The key is to recognize that conventional strategic planning, for all its analysis, is not straregy scientific-it lacks the careful generation and testing of hypotheses that are at the heart of the scientific method.

Conventional strategic planning is driven by the calendar and tends to focus on issues, such as declining profits or market share. 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. Already a Business Briefings subscriber? Once you strateby 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.

For all its emphasis on data and number crunching, conventional strategic planning is not actually scientific.