Ideally, you will develop strategic response to your place in the corporate lifecycle to identify new paths of strategic renewal. You will look for new growth curves that can be started early enough to replace declining products and you will try to identify whole new curves that will take the organisation to new levels of growth as a whole.

The real heart of strategy is the strategist.

Ideally, you will develop strategic response to your place in the corporate lifecycle to identify new paths of strategic renewal. You will look for new growth curves that can be started early enough to replace declining products and you will try to identify whole new curves that will take the organisation to new levels of growth as a whole.

Change is not overcoming inertia as much as it is redirecting, guiding, tweaking what already is and what has already happened. We must believe that we can make choices and that those choices can alter the future.

With a clever strategy, each action is self-reinforcing. Each action creates more options that are mutually beneficial. Each victory is not just for today but for tomorrow.

What are you doing at the moment? How does that compare to your competitors? What do you want to achieve? How can you create something people want?

The task of the strategist and leadership team is to reduce uncertainty in the areas that they can directly influence in order to pursue attractively difficult objectives.