On the heels of a terrific EMBA class where students presented their analysis of strategic failure associated with a company of their choice, we then tackled the incredibly challenging set of GE cases. Thanks to Ivey grad Martin Stapleton and Ciarán Ryan who helped write these very robust cases, and thanks to Martin who joined us by zoom from the UK to observe the grand debate in the class and then share his tremendous insights.
A key insight is that strategic resilience and agility is complex and often misunderstood and misdiagnosed, particularly when masked by financial performance that does not accurately reflect actual performance, or actual performance that arises from a favourable context, not necessarily a great strategy.
Arguably there has never been a greater need for strategic capability that takes a systems thinking approach (as opposed to simply tactical, operational, reactionary, reductive, etc.). And building on my prior post about character and improvisation, strategic capability, is not simply a strategic competence, it is built on the foundation of individual and organizational character that underpins individual and organizational learning, to cultivate a culture that enables strategic resilience.
Among the many things I admire about Martin is his lifelong thirst for learning, which has been evident since he graduated from Ivey. It is this capacity to learn that is so essential in this challenging world we live in. Thanks for your inspiration and insights Martin!
