The incredible growth of strategy frameworks

October 14, 2015

A new HBR article explores the rapid proliferation of strategy frameworks over recent years.

From Ansoff (1958) and Scenario Planning (1962) to 5 Forces (1979) and McKinsey 7S (1982), S-Curves (1986) and Mass Customisation (1992) to Profit Patterns (1999) and Value Innovation  (2004), Business Models (2009) and Adaptive Advantage (2010) to Algorithmic Strategy (2013) and Transient Competitive Advantage (2013).

The article “Navigating the Dozens of Different Strategy Options” categorises these different approaches, and which are most appropriate for your business.

Strategy Frameworks

 

Business environments differ along three easily discernible dimensions: Predictability (can you forecast it?), malleability (can you, either alone or in collaboration with others, shape it?), and harshness (can you survive it?). Combining these dimensions into a matrix reveals five distinct environments, each of which requires a distinct approach to strategy and execution.

• Classical: Be big.strategy types
• Adaptive: Be fast.
• Visionary: Be first.
• Shaping: Be the orchestrator.
• Renewal: Be viable.

So before you jump into your next strategy process, consider your environment, and which approach to strategy is best for you.

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