“Model first: policy second”. UK elderly-care strategy
Modeling supply-demand for Elderly-care Homes spurred Govt to defer unworkable changes, imposed with no idea how the market actually works. Strategy in public policy, as in business is simply “What to...
View ArticleChina boom-bust
Corporate profit fall pushes market down 8% after same old over-investment story. See previous cyclicality post. Will we never learn?
View ArticleCalling analysts: Industry = sum-of-firms
Over-investment causing the China-bust started long ago, which early transparency could mitigate. Analysts should publish industry forecasts that match the sum of their firm forecasts. That way,...
View ArticleAccounting for people
“People are our most important asset” Right! So why don’t we “account” for them like we do for cash? … and the same for other key assets, too, like customers and products? The closest we get to any of...
View ArticleMcKinsey: What’s a Business Model?
You offer no definition, so when you tell us to “innovate”, what exactly is the thing we are to change? To be fair, no-one else provides a useful definition either – not even the most popular Business...
View ArticleLiving Business models webinar Weds 2 Dec.
Madinah Inst for Leadership & Entrepreneurship asked for this webinar Weds 1pm GMT | 8am EST | 4pm KSA | 8pm Beijing, about how dynamic models convert the abstract ‘statues’ of normal BMs into...
View ArticleLiving Business Models: LinkedIn Pulse article
Building on earlier posts about Business Models, this LinkedIn Pulse article clarifies how living, dynamic, quantified models can take us much further than is possible with qualitative frameworks....
View ArticleEasier, faster more useful Enterprise Architectures may be possible with...
‘ Enterprise Architecture ‘ is used by IT leaders to link IT to Strategy. LinkedIn Pulse article at http://sdl.re/LIPEA follows discussions with Open Group about the real possibility that living...
View ArticleSupply/demand everywhere
Working with public officials in Tyumen region of Russia highlighted the still-wider generic nature of the systems that strategy and policy try to design and operate well. Every commercial business...
View ArticleProfessional staffing challenges
Working with a “magic circle” law-firm shows interesting twists on the standard challenges of developing staff and experience (see HR gets dynamics with examples and models). Professional firms need...
View ArticleRevolt of Economics students
See Teaching Economics after the Crisis. J-C Trichet: ECB President “As a policy-maker, I felt abandoned by conventional tools.” (2010). This may be mostly about macro-economics, but reflects...
View ArticleEnjoy low oil prices – for now?
We have been here before – [1] economic growth drives up demand which [2] raises prices when supply gets tight which [3] makes oil companies/countries rich which [4] makes everyone look for more oil...
View ArticleStorks, babies and strategy
Is strategy, like economics “pre-science, like astronomy before Copernicus and Galileo.” (Steve Keen: Debunking Economics )? We laugh at superstitions like“Storks and babies arrive around the same time...
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Strategy: position – implementation – operations
You probably know by now that I put a very big importance on the language we use – if we are not clear exactly what it is of which we speak, then confusion and failure will likely follow. (You will...
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Who causes recessions? – the business sector
UK followers may recall the Blair-Brown government (1997-2007) as an era of prosperity. So much so that Chancellor-Brown often declared that their economic policies had brought “an end to boom and...
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What drives industry cycles – and how to exploit them
My last post noted the findings that, with very few exceptions, economic recessions are led by cut-backs in the corporate sector, not by households or government. And I promised to explain where...
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Managing strategy in asset-intensive industries
Learn to build the model in this post here. In today’s digital-obsessed world, it’s easy to forget that we still rely heavily on many boring old asset-intensive industries – power, water and other...
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Building models of growth ‘pipelines’ for key resources – customers, staff,...
Other posts, such as this one, have explained the basics of how business performance depends on building strategic resources, such as customers, staff, products, capacity – and cash of course! But we...
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Extend your strategy – don’t re-invent it
I have made the case before that successful companies do not keep changing their mind about what they do (See ‘position’ is not strategy). What follows is intentionally explained with simple, familiar...
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A much better strategic planning protocol
I realise we should have laid out a robust process for developing and implementing the existing strategy before we talked last time (here) about extending that strategy. First, let’s kill the nonsense...
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