Roger L. Martin
@RogerLMartin
Thinker, author, strategist, advisor, & author of new book #anewwaytothink
Love the thought!
Insightful thoughts from @RogerLMartin on #AI & hiring (Immediately made me think that if I learned a competitor was using GenAI to cut entry level hiring I'd promptly put it to work cutting my regretted attrition & upping our competitive hire win rate) rogermartin.medium.com/strategy-artif…
Just posted my latest Playing to Win/Practitioner Insights piece, this one on misplaced shoulds in #strategy.rogermartin.medium.com/misplaced-shou… Enjoy!
I did that already. Sold through #harvardbiz here: hbr.org/store/landing/…
Would you ever consider creating a workbook so that people could work through their own strategy? Something that poses all of the questions with examples and ways to try and think through their scenarios. Could help people apply what you write about for themselves more easily.
Sorry. I don't have time for providing individual strategy advice to anyone who asks. Instead, I write so that as many people as possible can benefit.
@RogerLMartin Can I ask for your help in creating an official strategy document on the time most convenient for you?
I just posted my latest Playing to Win/Practitioner Insights piece, this one with co-authors Ahmad Zaidi and Gui Loureiro, on #AI and entry level hiring rogermartin.medium.com/strategy-artif… Enjoy #strategy
I agree. And board help the driving into the ground part.
I think this plays into the natural lifecycle of business. Innovative founders or occasional established CEOs that drive innovation then an entrenched group that drives the business into the ground..
Thanks for the kind words. I am always happy when my work passes the test of time - and this 2009 one seems to be doing that.
That was @RogerLMartin's The Design of Business for me. It shaped my professional and entrepreneurial journey more than any other. The Design of Everyday Things is also a great read!
I think that is a very good hypothesis.
I think the real issue is Argyris’ defensive routines + power dynamics… Top execs don’t want to look foolish by being challenged so they don’t want to co-create steps 2-4. But for their ego & position preservation they need to be the final choice-makers among options!
And the SCSP incorporates another few.
That’s why I like the SCC, feels like an agglomeration of 5 models but covering all most critical potential failure angles a bad strategy could display. There’s RBV’s capabilities, positioning focus & value proposition, competitive advantage, BHAGs, operating systems… all there
That is actually not true, Lethal. I like to agglomerate models. But they have to integrate and add value to make up for the added complexity.
Especially for someone like me who likes mixing models - something I know you don't like too much.
It was totally my mistake for which I apologized. For some reason, I heard Lenny say D'Aveni when he said Rummelt. I answered D'Aveni - whose work I don't like, not Rummelt. Again, totally my bad.
In your interview with Lenny you came across as more critical of Rummelt. Or did I misunderstand?
No you weren't smart ass. I think this is an interesting line of questioning.
You wouldn’t end up with a mess but with some emergent strategy. I’ll re-read The Crux next week and try to reach out to him. ends/
Tim Brown and I coined the term Intervention Design in our 2015 #harvardbiz article hbr.org/2015/09/design…
I call it 'intervention designer' although not everyone likes the word 'intervention'. Screenshot: jackmartinleith.com/now-to-new-glo…
Not sure what you mean. That is a post from last year.
Note the date and the stats. Strange.
That is a good question. I don't know what Rumelt intended on that front. But his stuff generally makes sense to me.
with a set of WTP/HTW choices then check they solve the 2nd and 3rd problem. if not revisit the choices. I wonder if Mr Rumelt's approach may not "end up with a strategy mess of conflicting choices — and that will help the status quo maintain its stranglehold" (to quote you) 2/2
This will be fun!!! Please join in.
What separates ordinary business thinking from true strategic thinking? In this 10th installment of the Playing to Win / Practitioners Insight LinkedIn Live, @RogerLMartin and I will break down the four key characteristics that define real strategic thinking and explore how…
Agreed. And that comparison rarely happens - because it is soooo embarrassing.
One thing I like to do is compare the revenue forecast for the last year of a 5-year "strategic" plan with the original forecast that everyone has forgotten. There usually is something called a gap 🤣 It would be funny to compare the business plans of LBOs with actuals too
Just posted my latest Playing to Win/Practitioner Insights piece, this one on how to go on the offensive with innovation. rogermartin.medium.com/going-on-the-o… #strategy Enjoy!
Help them deal productively with complexity and uncertainty. Telling them they are surrounded by complexity and uncertainly will just make them mad at you.
Handling complexity and uncertainty is the great filter. But most leaders in established companies aren’t wired in a way to handle the circular nature of solving for complexity.
Same thing applies. Solve their problems - defined by them not you.
And in addition, for someone a bit earlier in their career who is beginning to get more opportunities in senior leadership circles.