Why Has Strategy Become Irrelevant? Understanding the Complete Strategy Landscape

12 Pages Posted: 13 Sep 2019

See all articles by David J. Collis

David J. Collis

Harvard University - Business School (HBS)

Date Written: September 11, 2019

Abstract

Developing the firm’s strategy was once seen as the most important task facing a CEO. Yet in the last twenty years, the practice of strategy has been relegated to a routinized function – part of the annual planning process, like performance management and succession planning reviews – necessary and useful, but neither vitally important nor the focus of CEO attention. Why has strategy lost its primacy and relevance? And can it recover its exalted position in C-suite discussions?

Suggested Citation

Collis, David J., Why Has Strategy Become Irrelevant? Understanding the Complete Strategy Landscape (September 11, 2019). Harvard Business School Strategy Unit Working Paper No. 20-027, 2019. Available at SSRN: https://ssrn.com/abstract=3452842 or http://dx.doi.org/10.2139/ssrn.3452842

David J. Collis (Contact Author)

Harvard University - Business School (HBS) ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

Register to save articles to
your library

Register

Paper statistics

Downloads
97
Abstract Views
274
rank
278,380
PlumX Metrics