Wednesday, April 22, 2015

Bringing to the Art of Strategy Science...Genius, until a crappy question happens.


Questions
Have you looked at someone with a plan to take him or her out physically or professionally, and they throw a left hook that changes everything?
Aren’t we all experts in strategy and executing it in our own worlds at one point or another?
Then we confidently start to execute the well thought through, researched and data driven plan?  All goes well and on target until we start and the unexpected happens. Per Tim Zak quoting Mike Tyson  "Everybody has a plan until they get punched in the mouth."

(http://articles.sun-sentinel.com/2012-11-09/sports/sfl-mike-tyson-explains-one-of-his-most-famous-quotes-20121109_1_mike-tyson-undisputed-truth-famous-quotes
Scientific feels good and adds ‘confidence’ the bigger the data pile the more we trust it

P&G now has a successful proven multibillion-dollar strategy to tout.  There methodology worked!  Maybe with all the millions of dollars of potential winnings Mike should have utilized Proctor and Gambles outline and better assessed the validity of his strategic options.   
An idea vs. strategy framework has merit. According to Proctor & Gamble, putting in the time and energy to confidently find what the right questions to ask are is the most important part of a new strategy process. Fortunately for us they are here spelled out for us.
Framework:
What conditions would have to believe exist or could be created…
-       Industry Analysis - What is the distinct segmentation,  Structure… how attractive is the segment?
-       Customer-Value - Channel…What must we believe, Consumers… customer values?
-       Business Model- Capabilities…what we must believe about our capabilities and how they stack up against competition.   Costs… What must we believe about them and how they will do against competition?

Competitor Analysis - Prediction… How must we believe our competitors will react to our amazing new entry plan?

To where are we leading the masses? We are leading them to the right questions, of course.  Are we potentially leading to a hitchhikers guide to the galaxy scenario; which by the way had a haphazard and effective strategy to stay alive and effect incremental positive change.  Or is this proven billion dollar reinvent’ win by the P&G Olay team a model to replicate and win again and again.

P&G implemented this new strategy in an established business and market!
In reference to ‘You also need an imaginative yet grounded team and a robust process for managing debate.’ 
by A.G. Lafley, Roger L. Martin, Jan W. Rivkin, and Nicolaj Siggelkow
It worked.
Also fold in how it plays in that market then plays out.. to be novel … focus on advantages and how they can be best utilized? Then appreciating the group dynamics can be good; ie. 8 or 10 can have a helpful self censoring; where less or more can create unhealthy conflict of group think.   When going here bring in a outside facilitator to keep the team on track and unbiased with creativity flowing freely with honest support. 
Far-outside-in questions use analogical reasoning: What would it take to be the Google, the Apple, or the Walmart of this market?’
“What should we do?” and instead ask “What might we do?”
AGAIN: WHAT ARE THE RIGHT QUESTIONS!
42?  What is the answer to the ultimate question of life, the universe, and everything?
Are hyper-intelligent pan-dimensional beings demanding to learn …will it take 7.5 million years to compute and check the answer?  The answers seem meaningless because the beings who instructed the computer never actually knew what the question was.
Boomm!  OK I'll re-asses.  


No comments:

Post a Comment

Note: Only a member of this blog may post a comment.