ABSTRACT
This chapter offers the strategy ideas that assume a completely different model of strategy formulation and a different set of principles about when strategy is important and where it plays a role. When we ask, "What is strategy?" it often appears that the 'label' of strategy is applied to things that senior people do, or that have a high price ticket, or that have long-term implications, or all of these – so broadly something 'important.' One of the really common explanations about why strategy fails has to do with problems in execution. In traditional approaches to strategy development, there is usually some assessment of the competitors or other actors in the same marketplace. To develop a meaningful strategy requires understanding the relationships in the marketplace and the interplay between them. And because conventional strategy doesn't look at the dynamics of interaction well – or even at all – we really shouldn't be surprised at the failure rate.
