We don't really know why yet, but the power of narrative as an analytical device and as a memory aid is profound. In their article "Strategy Tools for a Shifting Landscape" Jacobides (HBR May 2010) suggests the application of narrative to the analysis of a business strategy as a powerful way to allow it to adapt and change.
Most traditional business strategy analysis focus on static analysis. The ubiquitous use of two dimensional graphs give testament to this. What is not captured well is changing variables and how they should effect the analysis and application of strategy - a calculus of strategy rather than a simple arithmetic.
Narrative is a powerful tool as it allows us to weave together fact and motivation, the subjective and objective, into a coherent whole that we have spent our whole lives practicing - the story framework.
How do we proceed?
Well, we must understand the story in terms of a plot and subplots. Company N is a suppliers of telco solutions to telecomms companies. Subplot - how do the capabilities associated with sales, integration etc promote this capability? Subplot - the people, the training etc.
All of the above could be considered the "corporate" playscript - or how the company in fact makes value for its customers.
No comments:
Post a Comment