Editor's letter

Citation

Randall, R.M. (2007), "Editor's letter", Strategy & Leadership, Vol. 35 No. 5. https://doi.org/10.1108/sl.2007.26135eaa.001

Editor's letter

The focus of this issue is, “Strategic management tools and techniques in action.” A list of the tools and techniques considered in this issue includes some that are not widely known, such as, Geoffrey Moore’s life cycle of innovation, Moore’s modified Treacy/Wiersema value-disciplines formula, McKinsey’s three growth horizons, open business model innovation and Elliott Jacques’s requisite organization. We also look at usage patterns of some that are familiar tools of our trade: customer relationship management, customer segmentation, loyalty management tools, mergers and acquisitions, core competencies, knowledge management, scenario and contingency planning, strategic planning, customer relationship management, core competencies, customer segmentation, benchmarking, mission and vision statements, outsourcing, business process reengineering, knowledge management, total quality management, and strategic alliances.

In addition, this issue proudly introduces four tools and techniques:

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  SBU 2.0 helps executives assess the multitude of opportunities that arise when strategic business units look for growth by sharing opportunities with sister units and a spectrum of partners, and search for outsourcing partners who can boost their competitiveness.

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  Deloitte’s Mass Career Customization model is an adaptive model of professional growth that offers employees career-long options for keeping their work and personal lives in sync and employers the long-term loyalty of their best and brightest.

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  Don Townsend presents a tested five-point process for effectively engaging a board of directors on strategy.

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  Altman’s Z-score, also known as the Altman Bankruptcy Predictor, has shown surprising potential as a strategic assessment and performance management tool. After being overlooked for decades, this application of the Z-score now deserves the attention of corporate leaders.

This issue also features three thoughtful considerations of innovative tools for managing innovation. Alistair Davidson and Brian Leavy interview innovation guru Geoffrey Moore. Stan Abraham’s “Conference report” highlights Michael Raynor’s model of requisite uncertainty and Brian Leavy’s book review discusses Henry Chesbrough’s Open Business Models.

Finally, strategists worldwide owe a nod of thanks to Bain & Company for continuing to offer its management tool survey. Starting in 1993, Bain has surveyed executives around the world about the management tools they use and how effectively those tools have performed. By tracking which tools companies are using, under what circumstances and how satisfied they are with the results, Bain helps managers make better choices in selecting, implementing and integrating the tools to improve performance. Over the years Strategy & Leadership has published all 11 of the surveys. A valuable booklet readers can request from Bain is Management Tools 2007: An Executive’s Guide, which provides a full definition of 25 tools, along with a bibliographical guide to resources on each one (www.bain.com).

Robert M. RandallEditor