Editor's letter

Citation

Randall, R.M. (2006), "Editor's letter", Strategy & Leadership, Vol. 34 No. 3. https://doi.org/10.1108/sl.2006.26134caa.001

Editor's letter

In this issue authors Stan Abraham and Robert J. Allio, two veteran observers of the strategic-business-advice industry, look at why the business models of its various segments don’t serve decision makers well. Their indictment of many industry practices is fulsome and well warranted. However, they don’t get around to denouncing in detail some of the strategic-business-advice industry conduct that directly affect what you read and don’t read in Strategy & Leadership, so here’s my quick list.

The case of the missing case studies

We all benefit from reading cases describing strategic management tools and techniques in practice. Why are there so few hard-hitting ones that supply in-depth analysis? The causes? Most B-schools won’t give tenure-track faculty credit for case studies. Corporations make academics sign confidentiality agreements. Consultants write puff cases to attract clients. As a result of these and other industry practices you don’t get to read about what actually happens when the theories of the great management gurus collide with reality. Pity.

Irrelevant research

You’re fortunate not to have to read the many goofy “research” articles submitted to S&L. The other day I skimmed an article claiming that observations based on studying anthills are relevant to corporate management. Or at least I think that was the thesis. The article was written in such impenetrable jargon the point was anything but obvious. Who is “greenlighting” this silly stuff? Why aren’t institutions instead rewarding genuine relevance, usefulness, thoroughness, and originality. Why not celebrate first hand observations of organizations and their customers? But that would entail academic leadership making informed, enlightened choices about the research articles their faculty produces, and that would be too much work.

Consultant marketing

Another pet peeve at S&L are the consultants who labor mightily to write articles that explain why you have a business problem they can fix, and then offer the solution in the editorial equivalent of a big black box. They don’t want to give away the how-to secrets for fear their potential clients wouldn’t need them. That’s like a brain surgeon being worried that a patient might want to become a do-it-yourselfer. Let’s all face the fact that the corporate clients need to know how what they are being asked to buy actually works, and they need evidence. For some consulting firms it’s hard to give up selling and start partnering.

I could go on and on. But instead I recommend you flip the page and read the Abraham and Allio jeremiad, “The troubled strategic-business-advice industry: why it’s failing decision makers.” They offer solutions.

There is a lot of other learning in this issue too – better futuring, smarter pricing, the latest thinking on co-creating value with elite customers. Good reading!

Robert M. RandallEditor