Chapter 9. Should You Do Something Else?

At this point you may be asking yourself: but isn’t strategy also about doing other things?

This was certainly what most corporate headquarters busied themselves with in the 1950s and 1960s. At that time, DIVERSIFICATION was the central edict for all companies. Spurred on by the ANSOFF MATRIX (Illustration 2.59), firms were stimulated to take their products into new markets, develop new products for existing markets, or push into new markets with new products altogether. This phase in strategy thinking can be credited with some of the most spectacular failures in business. It is also to blame for raising a generation or two of managers who believe that strategy is all about doing new things, and pretty dismal ...

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