Strategy Under Uncertainty
The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.
Content: Article | Authors: Hugh Courtney, Jane Kirkland, Patrick Viguerie | Source: McKinsey Quarterly | Subject: Strategy
Looking For Growth In All The Right Places
What are the sources of corporate growth? If you take a middle-of-the- road view of markets, as many executives do, the answers may surprise you: averaging out the different growth rates in an industry’s segments and sub-segments can produce a misleading view of its growth prospects.
Most so-called growth industries include sub-industries or segments that are not growing at all, while relatively mature industries often have … [ Read more ]
Content: Article | Authors: Mehrdad Baghai, Patrick Viguerie, Sven Smit | Sources: Chief Executive, McKinsey & Company Inc. | Subject: Strategy
Extreme Competition
The forces of globalization, technology, and economic liberalization are combining to make life harder than ever for established companies.
Content: Article | Authors: Bill Huyett, Patrick Viguerie | Source: McKinsey Quarterly | Subjects: International, Strategy