Strategy & Leadership: Volume 41 Issue 4


Table of contents - Special Issue: Making successful strategy: framing the dialog, learning from the customer, avoiding the follies, updating continuously

Guest Editors: Robert M. Randall

Instituting a company‐wide strategic conversation at Procter & Gamble

A.G. Lafley, Roger Martin

The paper aims to explain how Procter & Gamble's new strategy review meeting structure and new inquiry culture established a new norm for communication between leaders and


Rita McGrath explores the risks and opportunities of the transient‐advantage economy

Brian Leavy

The purpose of this article is to provide an interview with innovation guru Rita Gunther McGrath. In this interview, McGrath offers her own perspective on the new


Regaining customer relevance: the outside‐in turnaround

George Day, Christine Moorman

The purpose of this paper is to report on the authors' in‐depth investigations of six successful turnarounds, which found that renewal was accomplished by a new management


Seven management follies that threaten strategic success

V.K. Narayanan, Liam Fahey

The objective of the paper is to summarize major faults in the process that later lead to strategy failures. These faults, or follies as the authors term them, infect all


Decision making under extreme uncertainty: blending quantitative modeling and scenario planning

Peter J. Kennedy, Robert J. Avila

This disguised case aims to describe a scenario planning project to improve decision making for a manufacturer operating in Brazil's confusing, unpredictable


Lessons big‐company leaders can learn from SME entrepreneurs

Tana Chanyatipsakul, Winai Wongsurawat

The purpose of this study was to document the problem‐solving styles of SME entrepreneurs operating in an emerging market.

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Planning Review

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  • Mr Robert Randall