Enterprise Strategy:

Strategy Innovation

Dynamic Business Strategy

The New Approach for the Era of Rapid Change

Why Dynamic Strategy?

In today's turbulent world, globalization and technology are sweeping away the market and industry structures that have historically defined competition. Swept away with them are the classic approaches to corporate strategy, nearly all of which mistakenly assume that a predictable path to the future can be paved from the experience of the past.³ Today, the strategy cannot be taken as gospel. There are too many uncertain factors that nobody can resolve. Even the best strategy is only a hypothesis. Never is strategy implementation more important than when innovation is at the heart of a strategy. Innovation always involves treading into uncertain waters, and the importance of enterprise strategy decreases as uncertainty increases. The solution? Strategize, and then, revise your strategy continuously.²

Evolution of a Successful Strategy

Strategy should be dynamic and change constantly in order to contend with external turbulences. Established companies should brace themselves for a future of hypercompetition. They should respond to rapid changes in the business environment by adopting a new approach to strategy – one that combines speed, openness, flexibility, and strategic thinking.

Experimenting with new strategies is important. Constant testing, adaptation and building on what is found to be successful with customers is the way ahead, especially when you are trying to re-invent the value provided, or the way it is produced and delivered.

Optimizing the Critical Combination

The drive to capitalize on entrepreneurial opportunity need to be combined with sound strategic thinking. This critical mix is often difficult to optimize.

7 Dimensions of Strategic Innovation

The Strategic Innovation framework weaves together seven dimensions to produce a range of outcomes that drive growth.

A company's Organizational Readiness may drive or inhibit its ability to act upon and implement new ideas and strategies, and to successfully manage operational, political, cultural and financial demands that will follow... More

Just-in-Time Strategy

In today's turbulent world, companies must let go of the notion that strategic outcomes can be predetermined and that enduring competitive advantage can be defined and achieved. Companies must instead adopt a "portfolio-of-initiatives" approach that bases new business opportunities on "advantages of familiarity," on the continuous appraisal of initiatives, and on just-in-time decision making. Only this approach can achieve high returns relative to risks taken while approximating the pace and scale of change in the external business world.³