Strategy dynamics

The word ‘dynamics’ appears frequently in discussions and writing about strategy, and is used in two distinct, though equally important senses.
The dynamics of strategy and performance concerns the ‘content’ of strategy – initiatives, choices, policies and decisions adopted in an attempt to improve performance, and the results that arise from these managerial behaviors. The dynamic model of the strategy process is a way of understanding how strategic actions occur. It recognizes that strategic planning is dynamic, that is, strategy-making involves a complex pattern of actions and reactions. It is partially planned and partially unplanned.
A literature search shows the first of these senses to be both the earliest and most widely used meaning of ‘strategy dynamics’, though that is not to diminish the importance of the dynamic view of the strategy process.[edit] Static Models of Strategy and Performance
The static assessment of strategy and performance, and its tools and frameworks dominate research, textbooks and practice in the field. They stem from a presumption dating back to before the 1980s that market and industry conditions determine how firms in a sector perform on average, and the scope for any firm to do better or worse than that average. E.g. the airline industry is notoriously unprofitable, but some firms are spectacularly profitable exceptions.
The ‘industry forces’ paradigm was established most firmly by Michael Porter, (1980) in his seminal book ‘Competitive Strategy’, the ideas of which still form the basis of strategy analysis in many consulting firms and investment companies. Richard Rumelt (1991) was amongst the first to challenge this presumption of the power of ‘industry forces’, and it has since become well-understood that business factors are more important drivers of performance than are industry factors – in essence, this means you can do well in difficult industries, and struggle in industries where others do well. Although the relative importance of industry factors and firm-specific factors continues to be researched, the debate is now essentially over – management of strategy matters.
The increasing interest in how some businesses in an industry perform better than others led to the emergence of the ‘resource based view’ {RBV) of strategy (Wernerfelt, 1984; Barney, 1991, Grant 1991), which seeks to discover the firm-specific sources of superior performance – a research interest that has increasingly come to dominate research in
[edit] The need for a Dynamic Model of Strategy and Performance
The debate about the relative influence of industry and business factors on performance, and the RBV-based explanations for superior performance both, however, pass over a more serious problem. This concerns exactly what the ‘performance’ is that management seeks to improve. Would you prefer, for example, (A) to make $15m per year indefinitely, or (B) $12m this year, increasing by 20% a year, starting with the same resources?
Nearly half a century ago, Edith Penrose (1959) pointed out that superior profitability (e.g. return on sales or return on assets) was neither interesting to investors – who value the prospect of increasing future cash flows – nor sustainable over time. Profitability is not entirely unimportant – it does after all provide the investment in new resources to enable growth to occur. More recently, Rugman and Verbeke (2002) have reviewed the implications of this observation for research in strategy. Richard Rumelt (2007) has again raised the importance of making progress with the issue of strategy dynamics, describing it as still ‘the next frontier … underresearched, underwritten about, and underunderstood’.
The essential problem is that tools explaining why firm A performs better than firm B at a point in time are unlikely to explain why firm B is growing its performance more rapidly than firm A.
This is not just of theoretical concern, but matters to executives too – efforts by the management of firm B to match A’s profitability could well destroy its ability to grow profits, for example. A further practical problem is that many of the static frameworks do not provide sufficiently fine-grained guidance on strategy to help raise performance. For example, an investigation that identifies an attractive opportunity to serve a specific market segment with specific products or services, delivered in a particular way is unlikely to yield fundamentally different answers from one year to the next. Yet strategic management has much to do from month to month to ensure the business system develops strongly so as to take that opportunity quickly and safely. What is needed, is a set of tools that explain how performance changes over time, and how to improve its future trajectory – i.e. a dynamic model of strategy and performance