Strategy Management

Strategy Innovation

Guiding Principles


Milestone-based Thinking

A Roadmap for Setting Goals and Achieving Strategic Success

Vadim Kotelnikov

Vadim Kotelnikov, founder of 1000ventures - personal logo Vadim Kotelnikov




   Dynamic Strategy PowerPoints

Strategic plans should be subjected to timely adjustments to strategic changes inside and outside the company,



Strategic Management Strategy Programming Strategy Innovation Strategy Implementation Strategic Learning Adaptive Organization Radical Innovation vs. Incremental Innovation Management Radical Innovation Change Management Business Ecosystem Moving with Speed Dynamic Strategy Strategy Formulation Environmental Analysis Environmental Analysis Experimentation Strategy Innovation Strategic Programming Vadim Kotelnikov Strategic Management: Strategy Innovation vs. Strategy Programming



Creating Sustainable Profits: 9 Questions To Answer

Why Dynamic Strategy?

Today, the strategy cannot be taken as gospel. There are too many uncertain factors that nobody can resolve.

Surprise To Win: 3 Strategies

In today's turbulent world, globalization and technology are sweeping away the market and industry structures that have historically defined competition. Swept away with them are the classic approaches to corporate strategy, nearly all of which mistakenly assume that a predictable path to the future can be paved from the experience of the past.3

Even the best strategy is only a hypothesis. Never is strategy implementation more important than when innovation is at the heart of a strategy. Innovation always involves treading into uncertain waters, and the importance of enterprise strategy decreases as uncertainty increases.





Implementation of a Disruption Strategy

To ensure the successful implementation of a disruption strategy establish a high love quotient (LQ) culture that empowers a disruption mindset and a disruptive transformation strategy by making people feel loved and trusted. Give people freedom to fail, learn from failures and restart wiser.

Ask learning SWOT questions after every major disruptive action to identify your strengths and weaknesses, threats and high-potential opportunities.



The Critical Combination Your Need to Optimize

❶ The drive to capitalize on entrepreneurial opportunity

❷  Sound strategic thinking

Smart & Fast Decision Maker Download PowerPoint presentation, pdf e-book

The drive to capitalize on entrepreneurial opportunity need to be combined with sound strategic thinking. This critical mix is often difficult to optimize.

3Bs of Strategic Creativity

MAKE decision, NAKE decision

Manage emotions and efforts of your team. Keep your people in the know. Having decided to change the strategic direction, explain them the reasons.... More

How To Overcome Resistance to Change: Kore 10 Tips

Evolution of a Successful Strategy

"Nothing ever comes out as planned." ~ Seay's Law

Strategy should be dynamic and change constantly in order to contend with external turbulences. Established companies should brace themselves for a future of hypercompetition. They should respond to rapid changes in the business environment by adopting a new approach to strategy – one that combines speed, openness, flexibility, and strategic thinking.

Experimenting with new strategies is important. Constant testing, learning from feedback, adaptation and building on what is found to be successful with customers is the way ahead, especially when you are trying to re-invent the value provided, or the way it is produced and delivered.


Building Blocks of Dynamic Strategy

Adapted from Changing Strategic Direction, Peter Skat-Rørdam

□  Obtaining market insight and foresight

□  Utilizing your company's competencies and capabilities

□  Determining the value your company wants to provide

□  Reinventing the business and the Competitive Rules

□  Developing a guiding strategic intent

□  Developing a strategy as a Dynamic Game

□  Capitalizing on Opportunities and Learning

Dynamic Business Models

The business model is an architecture for converting Innovation Download PowerPoint presentation, pdf e-book to economic value for the business. Never forget that reality doesn't stand still. Constantly reassess your past decisions and attempt to discover create and implement new business models and dynamic strategies... More

Just-in-Time Strategy

In today's turbulent world, companies must let go of the notion that strategic outcomes can be predetermined and that enduring Competitive Advantage Download PowerPoint presentation, pdf e-book can be defined and achieved.

Companies must instead adopt a "portfolio-of-initiatives" approach that bases new business opportunities on "advantages of familiarity," on the continuous appraisal of initiatives, and on just-in-time decision making. Only this approach can achieve high returns relative to risks taken while approximating the pace and scale of change in the external business world.3


Strategy Innovation

To survive in today's tidal wave of global economic, technological, and social change, you must understand how powerful forces are aggregating once-distinct product and geographic markets, enhancing market-clearing efficiency, and increasing specialization in the supply chain. You should respond by adopting a new approach to strategy – one that combines speed, openness, flexibility, and forward-focused thinking.

3Ss of Winning in Business

Strategy innovation is about challenging existing industry methods of creating customer value in order to meet newly emerging customer needs, add additional value, and create new markets and new customer groups for the sponsoring company... More



Mark Zuckerberg business advice quotes Facebook

In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.

Mark Zuckerberg





Blue Ocean vs. Red Ocean Strategy

Create Customer Value: 10 Lessons from Konosuke Matsushita



1. Changing Strategic Direction, Peter Skat-Rordam

2. "Strategy, Execution, Innovation," Vijay Govindarajan and Chris Trimble

3. "Just-in-Time Strategy for a Turbulent World," McKinsey

4. "Extreme Competition," McKinsey