Imagine you are a CEO. You take your top team away for a strategy session at a suitably well-furnished hotel somewhere in the countryside. Over two days of discussions, you emerge with a great new strategy for the organization. The future is mapped out with brilliant simplicity, markets will be disrupted, the competition won’t know what has hit them. You get back to the office and let some bright consultants loose to test out the strategy. The numbers add up, the insights into where the market is going appear robust, and then… Well, and then you put the . . .
By Stuart Crainer & Des Dearlove