My perspectives on Strategy have been shaped by my experience as a practitioner, researcher, teacher, and advisor. As a practitioner I worked in several large, multi-national corporations and was formerly Vice President and General Manager Asia Pacific for Monsanto’s Nutrition and Consumer Products business unit. As a researcher, my PhD topic was The Role of the Board in Firm Strategy: A Strategy as Practice View. As a teacher I was an Industry Fellow with the University of Queensland Business School where I taught Strategy at MBA and Executive Education levels and a Fellow of the Australian Institute of Company Directors where I taught Strategy and Risk modules as part of the Institute’s Diploma course. As a strategy advisor, I worked with Australian boards and senior management teams operating across the spectrum from listed, private, and government owned corporations to social enterprises and co-operatives.
Along the way I designed a different framework for ‘doing strategy’, an alternative to Strategic Planning that I call Strategy Conversations in Practice. This is not a new framework but rather a synthesis of perspectives from Strategy as Design, as Innovation and as Practice. The aim of Strategy Conversations in Practice is to assist practitioners in developing better Strategy by continuously reconfiguring their choices about Customer Value Creation, Organization Value Creation, and How to do both. It is a continuous Strategy ‘learning loop’, with the Business Model View at its core.
Strategy Conversations In Practice 