戦略パレット
「戦略パレット」は、リーダーが自社の事業環境に適した戦略アプローチを選択して効果的に実行し、複数のアプローチを組み合わせ、そうしてできたアプローチの「コラージュ」に生命を吹き込むのを助ける枠組みです。戦略パレットは、5つの戦略アプローチの型を提示します。
クラシカル戦略のベースは、魅力的な市場で最も良いポジションにつけることにより持続的な競争優位を築くことにあります。
アダプティブ戦略の基礎となるのは、クラシカル戦略における持続的競争優位性と異なり、「一時的な優位性の連続」という考え方です。
ビジョナリー型戦略は、有望な機会をとらえ、実現に向けひたすら取り組むことにより、ある程度予測可能な、新たな産業をつくり出す（あるいは再創造する）場合に有効です。これができるのはまれですが、非常に効果的な戦略です。
シェーピング型戦略をとる企業は、他のプレーヤーとの協働を通じて自社に有利な方向に市場が発展するよう影響力をおよぼし、産業を新たに形作ったり再形成したりします。
リニューアル型戦略は、苛酷な事業環境にあるときに企業が活力や競争力を復活させるアプローチです。
「両利き」とは、複数の戦略アプローチを、同時に、あるいは連続的に適用する能力のことです。多くの企業が同時に複数のタイプの環境で事業を営んでいるため、この能力がますます重要になっています。
成功する企業は、適切な戦略アプローチを選択し、組み合わせ、効果的に実行して、さらに環境の変化に応じてダイナミックに調整するという課題にうまく対応しています。この適切な戦略アプローチの組み合わせを、私たちは「戦略コラージュ」と呼んでいます。今日の複雑性が高くダイナミックな環境でリーダーには8つの重要な役割が求められます。
Book
Your Strategy Needs a Strategy
This book from BCG’s Strategy Lab cuts through the clutter of strategy frameworks and provides clarity on which approach to strategy and execution—or which combination of approaches—is the best bet in each environment. The first chapter of Your Strategy Needs a Strategy explains why strategy has never been more important and why picking the right approach to strategy for a given business environment is critical.
Other Resources
Your Strategy Needs a Strategy App Workshop
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Your Strategy Needs a Strategy App Workshop
Your Strategy Needs a Strategy App Workshop -
Your Strategy Needs a Strategy Online Learning Course
Your Strategy Needs a Strategy Online Learning Course
関連出版物・論考
In this TED talk, Reeves advocates transitioning from relying on a single "classical" approach to strategy and moving toward a more tailored approach to strategy and execution, selecting from five distinct patterns of success.
熱帯林、証券市場、企業……こうした複雑なシステムでロバストネス（頑健性）をもたらす原則は何か？ そこには、生き残るか絶滅するかの違いを理解する重要なヒントがあります。
1970年代から1980年代にかけて「フォーチュン500」企業の約半数が自社の戦略の策定・実行にBCGのPPMを活用したと言われています。テクノロジーがビジネスのあらゆる様相を塗り替えている現在もPPMは有効なのでしょうか？
The professor of war studies discusses the relevance of strategy in today’s increasingly dynamic world and where the next big advances in strategy will come from.
Biology and Strategy: Natural Strategy
Flora and fauna are, in some respects, the first home of strategy. Nature displays an enormous range of strategies that have been selected over time for fitness under different circumstances, long before humans walked the earth, let alone articulated the concept of strategy or competitive advantage. Biology illustrates the need for different strategic approaches under varying circumstances and provides a rich source of inspiration for understanding the range of possible approaches.
Consider the variety of strategies employed by plant species in a forest: some exploit a narrow or temporary niche, others enter into symbiotic or parasitic relationships with other species, and yet others dominate once the ecosystem of the forest has reached a steady state.
Nature’s repository of examples and analogies can help broaden our understanding of strategizing in diverse environments beyond the classical planning-oriented perspective. We drew inspiration for the strategy palette by considering this variety of natural strategies, and we explore biological analogies for each cell in the palette.
Consider the variety of strategies employed by plant species in a forest: some exploit a narrow or temporary niche, others enter into symbiotic or parasitic relationships with other species, and yet others dominate once the ecosystem of the forest has reached a steady state.
Nature’s repository of examples and analogies can help broaden our understanding of strategizing in diverse environments beyond the classical planning-oriented perspective. We drew inspiration for the strategy palette by considering this variety of natural strategies, and we explore biological analogies for each cell in the palette.
Acknowledgments and References
The Strategy Palette builds on the contributions of several authors in the fields of contingent strategy (choosing strategy according to a particular set of circumstances) and meta-strategy (strategies for choosing a strategy). The following references are especially recommended for those who want to deepen their understanding, and trace the evolution, of those ideas.
- Henderson, Bruce. “The Product Portfolio,” BCG Perspectives, 1970.
- Lochridge, Richard. “Strategy in the 1980s,” BCG Perspectives, 1981.
- Nadler, David A., and Michael L. Tushman. “Beyond the Charismatic Leader: Leadership and Organizational Change,” California Management Review, Winter 1990.
- Nadler, David A., and Michael L. Tushman. “Types of Organizational Change: From Incremental Improvement to Discontinuous Transformation,” in Discontinuous Change: Leading Organizational Transformation, edited by David A. Nadler et al., 15–34. Jossey-Bass, 1995.
- Abell, Derek F. “Competing Today While Preparing for Tomorrow,” MIT Sloan Management Review 40, no. 3 (1999): 73.
- Wiltbank, Robert, Nicholas Dew, Stuart Read, and Saras D. Sarasvathy. “What to Do Next? The Case for Non‐Predictive Strategy,” Strategic Management Journal 27, no. 10 (2006): 981-998.