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How leading companies are stretching their strategy

Nicolas Kachaner (Senior partner in the Paris office of The Boston Consulting Group (kachaner.nicolas@bcg.com))
Michael S. Deimler (Senior partner in BCG's Atlanta office and global leader of the firm's Strategy practice (deimler.mike@bcg.com).)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 4 July 2008

Abstract

Purpose

This paper aims to identify how leading companies are improving their strategy‐development processes to keep up with the transformations in the global competitive environment. The value of any reliable strategic foresight executives can wring from their planning systems can be priceless.

Design/methodology/approach

BCG recently studied the strategy‐development processes of leading companies by interviewing more than 100 executives in 20 firms.

Findings

The study found that leading firms are “stretching” their strategy process – along three mutually reinforcing dimensions: stretching time horizons, stretching their thinking, and stretching the engagement process

Practical implications

Numerous examples of innovative best practices are given, for example: turn issues upside down. Instead of asking how to grow the business, ask how to kill it. Instead of feuding over how to increase resources (a typical budgetary debate), ask how to operate with significantly fewer resources, or even without them.

Originality/value

The paper offers many practical ways to foster reliable strategic foresight, innovative thinking and enhanced strategic creativity.

Keywords

Citation

Kachaner, N. and Deimler, M.S. (2008), "How leading companies are stretching their strategy", Strategy & Leadership, Vol. 36 No. 4, pp. 40-43. https://doi.org/10.1108/10878570810888768

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited