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A conversation with George Stalk about “disposable strategies”

A conversation with George Stalk about “disposable strategies” Purpose – This interview aims to discuss how the disposable model can also be applied to many other aspects of business. In fast‐changing environments, any number of a business's elements may prove disposable, including organizational structures, management teams, distribution channels, and even strategies. Design/methodology/approach – The paper takes the form of an interview with George Stalk, a Boston Consulting Group senior partner, about “disposable strategies” Findings – The paper finds that when strategies are at risk of being quickly made obsolete by changing market conditions, businesses must find ways to replace them with ones that are disposable. Practical implications – The main implication for innovators is that disposable factories and disposable strategies relax constraints on trying new products and new strategies. If higher costs of temporary solutions buy time and flexibility, then business outcomes can be more manageable. Originality/value – The author explains how companies can get the most strategic advantage from disposable factories and other disposable strategies. The model should be considered when, for example, a firm faces extreme uncertainty owing to a highly dynamic, competitive market or the potential for disruptive innovation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

A conversation with George Stalk about “disposable strategies”

Robert M. Randall
Strategy & Leadership , Volume 36 (4): 3 – Jul 4, 2008
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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878570810888731
Publisher site
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Abstract

Purpose – This interview aims to discuss how the disposable model can also be applied to many other aspects of business. In fast‐changing environments, any number of a business's elements may prove disposable, including organizational structures, management teams, distribution channels, and even strategies. Design/methodology/approach – The paper takes the form of an interview with George Stalk, a Boston Consulting Group senior partner, about “disposable strategies” Findings – The paper finds that when strategies are at risk of being quickly made obsolete by changing market conditions, businesses must find ways to replace them with ones that are disposable. Practical implications – The main implication for innovators is that disposable factories and disposable strategies relax constraints on trying new products and new strategies. If higher costs of temporary solutions buy time and flexibility, then business outcomes can be more manageable. Originality/value – The author explains how companies can get the most strategic advantage from disposable factories and other disposable strategies. The model should be considered when, for example, a firm faces extreme uncertainty owing to a highly dynamic, competitive market or the potential for disruptive innovation.

Journal

Strategy & Leadership – Emerald Publishing

Published: Jul 4, 2008

Keywords: Corporate strategy; Innovation; Time to market; Short‐term planning; Product life cycle

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