Towards Improving the Quality of the Strategy Process

Abstract

The paper analyzes numerous spectacular examples of how large, market-leading companies ceased to exist due to a flawed strategy process. The shortcomings of existing methods of tools are discussed in detail, and the relevance of disruptive innovation and multiple strategy sets are analyzed in depth. The paper explores how the quality of the strategy process can be increased in light of these changing market conditions. The author proposed a clear segmentation of the strategy process into a classic strategic part for linear markets and a disruptive strategic part for analyzing the far more complex disruptive space. A new framework comprising of seven distinct segments is provided and allows to operationalize the comprehensive analysis of the disruptive space in its entirety, resulting in an effective strategy process of increasingly liquid market condition. As disruption is evolving rapidly from an exceptional, i.e., infrequent event into a deliberate, frequently used strategic option, especially for reversely engineering start-ups above described concepts appear to be highly relevant for performing effective strategy processes in liquid markets.