A resource for industry professionals and consultants, this book on corporate strategy lays down the theories and models for revitalizing companies in the face of global recession.
It discusses cutting-edge concepts, constructs, paradigms, theories, models, and cases of corporate strategic leadership for bringing about transformation and innovation in companies. The book demonstrates that great companies are those that make the leap from ‘good’ results to ‘great’ results and sustain these for at least 15 years; it explores, reviews and analyzes great transformation strategies in this context.
Each chapter in the book is appended with transformation exercises that further explicate the concepts.
Chapter 6: The CEO as a Critical Thinker of “Wicked” Strategic Problems
The CEO as a Critical Thinker of “Wicked” Strategic Problems
The industrial age has delivered some dazzling capabilities, including the power to chum out high quality products at affordable prices. It has also trapped us, however, in a tangle of what social planner Horst Rittel called “wicked” problems—problems so persistent, pervasive or slippery that they seem insoluble. Unlike the relatively “tame” problems we find in math, chess, bridge or cost accounting, wicked problems tend to morph and shift disconcertingly when we attempt to solve them. Their solutions are never right or wrong, just better or worse. The world's wicked problems crowd us like piranha: pollution, over-population, dwindling of natural resources, global warming, global poverty, global crime, ...