Towards Improving the Quality of the Strategy Process

The environments in which companies operate today are rapidly increasing in complexity, leading to liquid, more volatile market conditions. In contrast hereto, the tools and methods used by companies for the strategy process today, have been conceptualized in a time, where the factors and patterns governing the market landscapes, were more predictable and stable. The paper analyzes numerous spectacular examples of how large, market leading companies ceased to exist due to an inadequate strategy process. The shortcomings of existing methods of tools are discussed in details and the relevance of the concept of disruptive innovation and multiple strategy sets are analyzed in depth. The paper explores in detail how the quality of the strategy process can be increased in light of these changing market conditions. The author proposed a clear segmentation of the strategy process into a classic strategic part for linear markets and a disruptive strategic part for analyzing the far more complex disruptive space. A new framework comprising of seven distinct segments is provided and allows to operationalize the comprehensive analysis of the disruptive space in its entirety, resulting in an effective strategy process of increasingly liquid market condition. JEL Classification: O32, O33, L16, L25