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.
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
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