Envisioning: Creating the Context for Strategy
Issue 4, 1992

A CEO friend of ours recently expressed a deep concern about his staff's inability to "think strategically." This was surprising to us, given that this corporation is well-populated with excellent talent. Its staff includes brand-new MBAs armed with the latest management tools as well as seasoned "old China hands," Eurocitizens, and global venture experts. Furthermore, the corporation's fortunes had improved during the turbulent '80s, although much of its strategy had been of the "preserve and protect" variety designed to rally the core businesses of the enterprise.