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Strategy made simple: Thinking in threes

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  • Keidel, Robert W.

Abstract

In this increasingly complex world, managers understandably seek experts’ advice to chart a path forward. Yet they encounter a jumble of metaphors, methods, and models; too often, old wine in new bottles. This article helps managers cut through the clutter. It presents a triangular framework which integrates concepts that, despite contrasting language, are more similar than different. The schema is based on the three kinds of Venn diagram: disjunction, containment, and intersection. Disjunction implies autonomy; containment, control; and intersection, cooperation. Every organizational strategy is a balance of these three variables. Once the triadic pattern has been grasped, managers can ‘speed-read’ the literatures on strategy, technology/organization, mergers and acquisitions, and cognition—as well as see parallels across these writings. They also become better able to address strategic issues systemically and efficiently, and to communicate to a wide organizational audience.

Suggested Citation

  • Keidel, Robert W., 2013. "Strategy made simple: Thinking in threes," Business Horizons, Elsevier, vol. 56(1), pages 105-111.
    • Handle: RePEc:eee:bushor:v:56:y:2013:i:1:p:105-111
    DOI: 10.1016/j.bushor.2012.09.007
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    References listed on IDEAS

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    1. Giovanni Gavetti & Daniel A. Levinthal & Jan W. Rivkin, 2005. "Strategy making in novel and complex worlds: the power of analogy," Strategic Management Journal, Wiley Blackwell, vol. 26(8), pages 691-712, August.
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    3. Mitroff, Ian I. & Linstone, Harold A., 1993. "The unbounded mind: Breaking the chains of traditional business thinking," Business Horizons, Elsevier, vol. 36(5), pages 88-89.
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