A new strategy model for dealing with turbulent times
By Koen Tackx
Professor of Marketing
By Walter Van Dyck
Professor of Innovation Management
By Kurt Verweire
Professor of Strategy
The last few years have been turbulent for many organisations. Covid-19, the war in Ukraine, electricity prices going through the roof, supply chain problems, digital disruptors... The list doesn’t stop. Companies are perishing more quickly than ever.
Research from Boston Consulting Group has found that mortality rates have increased for companies of all sizes and ages and across all sectors of the economy. And many academics and consultants believe that disturbance, disruptions and an increasingly complex macroeconomic outlook will be key elements of the strategic environment for the foreseeable future.
This raises an important question: To what extent are the traditional strategy models still useful in this new business environment?
Management authors have agreed that the traditional strategy process should change in order to deal with increased uncertainty and volatility.
In this white paper, we propose that the content of strategy should also change: turbulence requires managers to ask different questions, and we need a different arsenal of strategy frameworks and tools to deal with that turbulence.