BRINGING SCIENCE TO THE ART OF STRATEGY LAFLEY PDF

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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Already a Business Briefings subscriber? Finance Globalization Health Care. The lf 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? 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.

Once it has listed all the conditions, it assesses their likelihood and thereby identifies the barriers to each choice. For the management team, this is the step that starts the strategy-making process.

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Print Find at Harvard Purchase. The authors outline a strategy-making process that combines rigor and creativity. Finance General Management Marketing. Business and Environment Business History Entrepreneurship. Published on Etrategy 20, in Issue – October Once you have 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.

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. 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.

Ho Mills and Jan W. Ramon Casadesus-Masanell and Jan Rivkin. From here, choosing a strategy is simple: Rivkin, and Nicolaj Siggelkow. Technology and Operations Management. Mills, Karen, and Alfley W.

Bringing science to the art of strategy.

Find at Harvard Purchase. Rivkin and Nicolaj Siggelkow. It lacked a credible brand in skin care, the largest and most profitable segment of the sector. All it had was Oil of Olay, a small, Strategic Planning pafley Science.

Bringing science To the Art Of strategy by yazeed alfawaz on Prezi

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. 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.

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

Login for full access now. A team begins by formulating options, or possibilities, and asks what must be true for each to succeed.

Cite View Details Purchase. 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 all its emphasis on data and number crunching, conventional strategic planning brinigng not actually scientific.

About the Author Jan W. Casadesus-Masanell, Ramon, and Jan Rivkin.