Is Strategy Lego or a puzzle?


A “puzzle” is usually something with a “known solution”. The “jigsaw puzzle” is a picture which has been cut into pieces and our “task” is to “fit” all the pieces together in the original way. Assembling an engine from components is a similar task. Crossword puzzles are slightly different in that we need to “recognise” words from two pieces of information (the description and some letters). The best puzzles are those where we don’t know the “end result” but need to somehow “recognise” the end point. 

By contrast, a “lego” is a set of components where we have no idea of the end result. We usually “envisage” or “muddle throught” an end result. (Insight: Lego as a company has been very clever in gradually expanding components from civil engineering to mechanical engineering to electronic engineering). A lego model is usually a more “creative” process than a puzzle (though there are lego model diagrams which are more like puzzles). 

When we use “generic” strategies (e.g. Michael Porter’s low cost, differentiation and niche strategies) we use the Five Forces model to identify situations in which one of these “generic” strategies is a “best fit”. That’s like “solving a puzzle”. It’s pattern recognition. 

A lego set is more like a set of ingredients used in cooking. We need to develop a “recipe” in order to create the “dish” we envisage. Using the same ingredients, different chefs/CEO’s use different recipes/strategies to achieve dishes/outcomes. Slight variations (omissions of certain ingredients, adding others, the order of mixing) can create very different outcomes. This is science and creativity combined! 

In my view, it’s not so much when to use either approach as the degree of skill, knowledge and creativity we can apply. 

As a “strategy teacher”, it is much easier to teach “generic strategies” and pattern-recognition approaches to strategy initially and then progress to recipe-making approaches in advanced strategy courses. 

Professor J.C. Spender introduced the idea of strategy as a “recipe” many years ago. It’s worth reading his papers.

Lambros Karavis on LinkedIn.


Business and the Social Sector

My first experience of using business principles beyond the traditional business world was my interaction with Rajesh Jain and Atanu Dey at Deeshaa Ventures. From that day on I have been on a quest to understand and use these principles in areas beyond business or what you can call beyond profits.

Before I go ahead I want to clarify that I see the role of business to concentrate on maximising shareholder value and profits as a legitimate exercise. This does not mean business can break rules; cheat; degrade the environment; etc. However, business has the main goal of using economic principles to maximise utility for the customer and make money in the bargain if it can.

There are many issues in the world that cannot be solved by business. All of them can however, use business principles, practices and frameworks to get their work done. Non another than the father of Management; Peter Drucker wrote a lot about this in his many books and articles the highlight being the book Managing the Not for Profit Organisation. His work is continued through the Leader to Leader Institute.

My journey as I understand it now has taken me from the economic development of rural India to the environmental sustainability field. Now, I am exploring this in the families welfare area and looking at the not for profit sector. As I look back I see a common theme. It all started with the notion of spending time on Mortgage backed securities for the Goldman Sachs of the world or do something else. It was like the question Steve Jobs asked John Scully to get him to join the relatively young Apple Corporation in the ’80s – Do you want to sell sugared water for the rest of your life or do you want to change the world.

Through constraints and opportunities my journey makes a lot of sense to me in hindsight. Now that I am in the social sector and doing just what I thought in 2003 it makes a lot of sense to me as to what and where I should take my ideas and skills in the future.

This blog will concentrate on this goal from now on.

Happy Independence Day to India

Aside

India celebrates its 64th Independence day today. There has been much progress made but many issues still remain.

The political landscape deeply disappoints me and not sure how it is going to change unless BJP gets its act together and appoints Modi as the Prime ministerial candidate.

I am hoping for a better future for the country and its citizens in coming years and decades.

Harford on failure and experimenting in the Government

Harford talks specifically about how failure can be or cannot be a part of government. Working in the government his examples make sense of why the government is the way it is. However, there are still possibilities of experimentation (which is the first step towards failure and success) in various areas.

I am a big believer in experimentation and failure. However, it is a question of where we can experiment and how to minimise the risks of failure.

Ezra Klein: The basic argument of your book is that the only way to solve complex problems is to fail toward the correct solution. But one of the things you suggest is that this is particularly hard for governments to do. Why?

Tim Harford: Let’s think about the balance of risks in the market or the scientific method. In both cases, you could have 50 failures and one success and you’ll still come out ahead. The theory of relativity and Google and penicillin more than make up for all the failed experiments, theories and businesses. The same is true, of course, of biological evolution. The number of failures are orders of magnitude larger than the successes.

Now think about politics. Any politician knows they can have 50 policies going well and one failure the failure will dominate the next campaign. So the politician is just desperate to avoid provable failure. And they can do that either by never doing anything or by refusing to quantify and evaluate what should happen when they do do something, as that way no one can prove it went wrong.

via Tim Harford on failure – Ezra Klein – The Washington Post.

Why Success Starts With Failure

Harford’s basic lesson is you have to design your life to make effective use of failures. You have to design systems of trial and error, or to use a natural word, evolution. Most successful enterprises are built through a process of groping and adaptation, not planning.

The Russian thinker Peter Palchinsky understood the basic structure of smart change. First seek out new ideas and new things. Next, try new things on a scale small enough so that their failure is survivable. Then find a feedback mechanism so you can tell which new thing is failing and which is succeeding.

That’s the model—variation, survivability, selection.

via Why Success Starts With Failure – NYTimes.com.

Buffett on taxing the Super Rich

Warren Buffett on the taxes the super rich pay in America.

I didn’t refuse, nor did others. I have worked with investors for 60 years and I have yet to see anyone — not even when capital gains rates were 39.9 percent in 1976-77 — shy away from a sensible investment because of the tax rate on the potential gain. People invest to make money, and potential taxes have never scared them off. And to those who argue that higher rates hurt job creation, I would note that a net of nearly 40 million jobs were added between 1980 and 2000. You know what’s happened since then: lower tax rates and far lower job creation.

Since 1992, the I.R.S. has compiled data from the returns of the 400 Americans reporting the largest income. In 1992, the top 400 had aggregate taxable income of $16.9 billion and paid federal taxes of 29.2 percent on that sum. In 2008, the aggregate income of the highest 400 had soared to $90.9 billion — a staggering $227.4 million on average — but the rate paid had fallen to 21.5 percent.

via Stop Coddling the Super-Rich – NYTimes.com.

Business Models Beyond Profits

Today, big issues are starting to be solved through innovative business models. We are building a community, handbook and toolbox that catalyzes the creation of effective Beyond Profit Businesses. By bringing the very best business and social innovators together to synthesize the most useful tools, stories and experiences into a galvanizing and practical product. For those who aspire to build a business that “does good” and “does well”. Globally, together, online.

Because increasingly entrepreneurs around the world seek inspiration, guidance, and tools to go beyond financial profits — and we all need them to succeed.

From Business Models Beyond Profit