I feel like I've recently been on a crusade against business analysis. As some of you will know I really, really like to prove things so I am most certainly in favour of analysis, my problem is the amount of it that people feel that they need to do in order to make a decision. And worse still, having asked for lots of data and analysis it then goes on a shelf without being read. I've been trying to change that situation within our practice, project by project. Part one of my crusade is to persistently remind people that analysis must ultimately help someone make a decision and then enact that decision in the world. That may seem banal, but my observation is that it's very easy for analysis to become the task, subsuming the intention of the strategy process. This leads to intellectually pure answers, but not decisions. Part two is more recent. It's the culmination of something that's been nagging at me since we started to build ventures for clients, initially usi...
Thoughts on strategy in a Digital Economy