In the world of business, as in many others, answers (and answerers) get all the glory. We like answers: they give direction, settle arguments, erase doubts, and do many other useful things. Questions, especially in business, are not so popular. Strong questions can confuse direction, start arguments, give birth to doubts, and generally annoy (managers
Just read a good short post on strategy as hypothesis on HBR.com by Amy Edmondson and Paul Verdin. Some highlights: An alternative perspective on strategy and execution — one that we argue is more in tune with the nature of value creation in a world marked by volatility, uncertainty, complexity, and ambiguity (VUCA) — conceives of
Link to my 2010 paper on applying finance and risk to SCM:X-SCM SC Risk Engineering Chapter_Alvarenga_2010
A link to my 2010 paper on the case for outsourcing supply chain analytics: Alvarenga_SCM Outsourcing_2010.