SOLYP-Blog

A guest article by Ronald Herse
 

Market volatility, growth, disruption, digitization, shareholder value... our current environment is characterized by constant change and ever higher speed. It has never been easy to develop working strategies and implement them with the desired results. Of course, while respecting resources, budgets and time frame.

In management theory, the intelligence of the many is portrayed as superior to that of a homogeneous group such as a board of directors. Nonetheless, so-called swarm intelligence is a phenomenon that occurs by chance and is therefore hardly capable of controlling strategic processes for a company...

One of the central questions which first need to be clarified as part of the introduction or revision of a strategic planning process in medium and large enterprises is the direction of planning. Basically, three alternative planning directions can be distinguished: top-down planning, bottom-up planning and planning using a counter-flow process. Which of these is best for a company depends primarily on the respective corporate culture. Relevant questions are whether the company is mainly centrally or decentrally organised, how much value is attached to staff participation and whether open communication and an ongoing exchange of information is practiced....

Africa is widely recognized as one of the most dynamic growth regions in the world. Despite challenging global market conditions, Sub-Saharan economies are expected to continue to grow with above-average rates. Key growth drivers are the wealth of raw materials, the great potential for agricultural production, the rapidly growing middle class, and the young, creative, and increasingly well-educated population. The mobile sector is boosting the economy as well...

With more than two million sold copies and translated into a record-breaking 42 languages, "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne is one of the absolute classics of strategy literature. The book of the two INSEAD strategy professors has inspired many companies to leave highly-competitive "red" markets and dive into new, not yet contested "blue oceans." In the past ten years since the publication of the book, however, the world has not stopped spinning, of course.That’s why Kim and Mauborgne have continued their research expanding their strategy model by one key issue.