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Case study: how a Weyerhaeuser unit executed a winning strategy using Desert Storm’s fast‐cycle, strategic action approach

Leland Russell (Founder and President of GEO Group Strategic Services, Inc. (Leland@geogroup.net). He co‐authored Winning in FastTime (Geo Group Press, 2001), a book based on the planning principles demonstrated in the 1991 Desert Storm air campaign.)
Joyce Jaffe Reynolds (Managing Director of GEO Group Strategic Services, Inc.)
Sudhir Chadalavada (Chief Operating Officer of GEO Group Strategic Services, Inc.)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 August 2004

Abstract

This case of a Weyerhaeuser business unit’s use of the military’s methodologies provides an example for businesses that are faced with a daunting challenge to develop and execute strategies in a complex, rapidly changing business environment, when timely implementation is an important key to success. The goal of the industrial segment of Weyerhaeuser Building Materials (WBM) division was to accelerate innovation and growth in a stagnant market after two previous, unsuccessful attempts. The complexity of the task was large: 70 geographically dispersed locations and decision makers, new matrix organization, and a multi‐market environment in 12 regions. The industrial segment of WBM developed a revenue‐growth initiative and accelerated its execution by applying the fast‐cycle methodology of Desert Storm strategists in the 1991 military air campaign. The new strategy completely repositioned the business.

Keywords

Citation

Russell, L., Jaffe Reynolds, J. and Chadalavada, S. (2004), "Case study: how a Weyerhaeuser unit executed a winning strategy using Desert Storm’s fast‐cycle, strategic action approach", Strategy & Leadership, Vol. 32 No. 4, pp. 45-54. https://doi.org/10.1108/10878570410547689

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited