Strategy and organizational structure are inextricably related.
Conspire 2018 how to#
Another article in this issue, “ Why digital strategies fail,” lays out five pitfalls that many leaders are stumbling into, and suggests how to sidestep them. One of the biggest strategic questions facing many companies is how to harness, rather than get blindsided by, digitization, an incredibly disruptive economic force. The article is drawn from their new book, Strategy Beyond the Hockey Stick, and it’s a must-read for any leader trying to formulate strategy that stays ahead of rapid change. They also believe that when leaders have an empirically backed view of strategy, they stand a much better chance of overcoming the social dynamics that frequently conspire to produce inertia, gamesmanship, and risk aversion in the strategy room. The authors’ research shows how to boost the odds of achieving strategic breakthroughs by capitalizing on your endowment, riding the right trends, and making a few big moves. In a nutshell, my colleagues Chris Bradley, Martin Hirt, and Sven Smit broke from the usual best-practice examples and frameworks that often characterize writing on strategy and instead developed a new set of strategic tools, based on data from thousands of companies.
The cover story, “ Strategy to beat the odds,” is the culmination of a multiyear research effort by our Strategy Practice. This issue of the Quarterly provides a road map for navigating many of these challenges. Technological, economic, and political disruptions are requiring a rethink by most companies of where and how they compete, what organizational model they need to keep up, and where they must build capabilities. The pace of change across the business landscape is unrelenting.
Download the full issue of McKinsey Quarterly 2018 Number 1 (PDF–7MB).
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