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Strategic resilience: staying ahead of a crisis

Strategic resilience: staying ahead of a crisis Imagine a world without turnarounds – just well‐managed companies. Strategic exploration is the means to achieving strategic resilience. But how can senior managers build organizations where strategic exploration is the rule rather than the exception? First, by exhibiting the courage to explore, and second, by confronting the uncomfortable truths that such exploration might uncover. The article presents a simple but powerful framework, conceived by the Woodside Institute, for strategic exploration. The framework identifies which discoveries merit most attention (“strategic breakthroughs”), which deserve further consideration (“self‐discoveries” and “windows of opportunity”), and which will lead to the back of beyond (“duds”). Examples are drawn from IBM, AT&T, Intel, Sony, Cisco, Hewlett‐Packard, Nokia, Sun Microsystems, and the Coca‐Cola Company. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Handbook of Business Strategy Emerald Publishing

Strategic resilience: staying ahead of a crisis

Liisa Välikangas; Paul Merlyn
Handbook of Business Strategy , Volume 6 (1): 4 – Dec 1, 2005
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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1077-5730
DOI
10.1108/08944310510556964
Publisher site
See Article on Publisher Site

Abstract

Imagine a world without turnarounds – just well‐managed companies. Strategic exploration is the means to achieving strategic resilience. But how can senior managers build organizations where strategic exploration is the rule rather than the exception? First, by exhibiting the courage to explore, and second, by confronting the uncomfortable truths that such exploration might uncover. The article presents a simple but powerful framework, conceived by the Woodside Institute, for strategic exploration. The framework identifies which discoveries merit most attention (“strategic breakthroughs”), which deserve further consideration (“self‐discoveries” and “windows of opportunity”), and which will lead to the back of beyond (“duds”). Examples are drawn from IBM, AT&T, Intel, Sony, Cisco, Hewlett‐Packard, Nokia, Sun Microsystems, and the Coca‐Cola Company.

Journal

Handbook of Business Strategy – Emerald Publishing

Published: Dec 1, 2005

Keywords: Turnarounds; Corporate strategy

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