If there's one thing we hate, it's dumb strategies.
We hated it when AT&T decided to go into the cable business.
We hated it
when Daimler bought Chrysler.
We particularly hate strategies that
somebody read in a book somewhere. When someone
goes into a company and says, "We're going to
focus on our core competencies," well, it
reminds me of the time a good friend took
us aside one day and said, in all seriousness,
"The trick with
the stock market is to buy low and sell high."
Dumb strategies are usually created by
smart, imaginative people. They don't lack for ideas.
But they do lack three things:
- Detailed knowledge of what is going on
in their own organizations
- A sense of what has happened when the
strategy was tried before. (And believe us,
all strategies were tried before.)
- The courage to think through the
You know what? We can't help too much with
the last one. But we can help a lot with the
first two. We can provide the eyes and ears
you need to find out what you need to find out,
without throwing everybody into a tizzy. And
we have done the research into what has happened
when other companies have tried the same thing.
If you are interested in talking more to us
about the work we've done developing strategies,