The fate of Project Tiny Tim
This case was prepared by Professor John Kay, under the direction of emeritus Professor Charles Dickens. It is intended as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
The oblique approach
With maturity – personal or corporate – comes the principle of obliquity. Many people have noted the paradox that the most profitable companies are not necessarily the most profit oriented.
A scientific formula for playing games in the dark
As John and Linda try to rendezvous at a convenient restaurant, a little game theory might suggest some strategies.
The hope, or fear, that it might be you
Thinking clearly about risk is difficult: we are influenced by hopes, by regrets, and by an inability to evaluate new risks.
Strategic advantage
There is more vacuity about strategy than about any other topic in business today. But there is a real issue, and a real subject of strategy for the corporation.
Living in a state of true accountability
Despite the difficulties, one should be accountable more for outcomes than for the decision process.
A lesson in transactions from the wallet test
How much will you offer to pay me for the contents of my wallet? Think carefully - if you must back a horse, don’t bet with the trainer.
When consensus does not really mean agreement
Just as universities need to tell people to stop quibbling and work towards a common objective, companies need to realise that clustering around a corporate conventional wisdom that has not been subject to analysis and debate is also not a recipe for success.
Why gurus should cross the bridge into business
Michael Porter’s models were based on a tool for industrial policy, not strategy. Now economists are beginning to understand the workings of firms as well as industries.