Strategy is a little like art. People tend to recognize great strategy when they see it. This is usually in the neatness of retrospect.
Take the case of Thomas Watson Jr deciding to commit IBM to the development of a new line of computers in 1962. He bet the company on the future: a big company and, as it turned out, a big future. The S/360s revolutionized the industry.
Over recent years the reign of Thomas Watson Jr. (1914-93) at IBM has had a bad press. To some he is the son who . . .
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