A colleague of mine, Ana Echeverri, recently pointed me to a fantastic article on strategy from McKinsey, The Perils of Bad Strategy (based on the book Good Strategy/Bad Strategy). The theme of the article is that many organizations believe they have a strategy when they do not, which is particularly true in the social game space. The author (Richard Rumelt) refers to this as Bad Strategy, which is more of a consensus of conflicting demands and interests rather than a good use of choice and focus.
What makes bad strategy?
There are four hallmarks of bad strategy: Continue reading “The importance of good strategy”