Strategic Stuckness
Strategic stuckness occurs when firms recognize poor results but fail to change course, often because they view their organization as a complex adaptive system (CAS) with unpredictable cause‑and‑effect loops. Managers trained as technocrats seek certainty, yet the CAS environment rarely provides clear answers, leading to analysis paralysis. The phenomenon is amplified by hidden long‑term fitness mismatches and painful trade‑offs that keep executives glued to the status quo. Roger Martin proposes a six‑step framework that reverse‑engineers choices and uses integrative thinking to break the inertia.
PTW/PI All-Stars Book Club – Chapter Seven
The PTW/PI All‑Stars Book Club’s seventh chapter spotlights Strategic Choice Chartering, a leadership framework that collapses the traditional divide between strategy and execution. The author reflects on the piece’s early low visibility, its six‑step process, and why step three—explicitly identifying...
PTW/PI All-Stars Book Club – Chapter One
The PTW/PI Book Club launched its first chapter by spotlighting Michael Porter’s three seminal strategy contributions. The piece, drawn from a Harvard Business School “Celebrating Michael Porter” conference, argues Porter saved the strategy academy, bolstered the shift from planning to...