THE FUTURE OF STRATEGY INNOVATION
I cannot manage the past. There are other people in
my government who manage the present. It is my
unique responsibility as the leader to shine a spotlight
on the future, and marshall the support of my coun-
trymen to create that future.
We began this book in the Introduction by defining a migration over the last half-century for “imagination” in corporations—from a personal skill to the creation of strategy in the boardroom. What will happen in the next half century? We see a trend for which we have a high level of clarity, confidence, and conviction. A capability for strategy innovation will be a base requirement for those companies who are, or aspire to be, market leaders. What are some of the early indicators of this trend? We see strategy innovation being taught to the future leaders of corporations around the world.
In May 1999, INSEAD, a respected European business school, hosted a gathering of elite business leaders, academicians, and proven innovators to ask the “big” questions surrounding strategy innovation. Having observed the innovative strategic approaches of companies like IKEA, Swatch, and Southwest Airlines, INSEAD