The document discusses problems with traditional strategy and proposes a new approach called FutureProof Strategy. Some key realities about traditional strategy are that nearly half of all strategies fail, strategies continually fail to be implemented throughout organizations, and strategy cycles are shortening. The document then proposes that FutureProof Strategy addresses strategic challenges by combining new thinking with proven practices. It involves drawing inspiration from the future, being organizationally inclusive, and creating a portfolio of competitive opportunities. The approach is said to have proven successful results in helping companies address disruption, growth challenges, and strategic realignment.

1. The Key to Fixing
the Problems with
Strategy

2. There is a
problem with
strategy.

3. Reality #1
Nearly half of all
strategies fail broadly
or simply don’t deliver.
Source: A.T. Kearney Strategy Study, 2014; sample size: 2,010 global executives
1

4. Reality #2
Strategy continually
fails to win where
it matters most—
throughout the
organization.
Source: A.T. Kearney Strategy Study, 2014; sample size: 2,010 global executives
2

5. Reality #3
Source: A.T. Kearney Strategy Study, 2014; sample size: 2,010 global executives
3
Strategy cycles are
shortening—most
now span less
than two years.

6. Reality #4
Source: A.T. Kearney Strategy Study, 2014; sample size: 2,010 global executives
4
Executives across the
board agree that strategy
formulation has become
more challenging and
time consuming.

7. Reality #5
5
Myriad trends and
phenomena have
disrupted strategies
since the mid-1990s.

8. Reality #6
6
Strategy today has
mostly disappeared—
lost in the frantic
efforts to pursue
or fix competitive
advantage.

9. Reality #7
Many have preemptively
declared strategy dead.

10. Strategy is not dead.
But it does need
to evolve.

11. Strategy has gone through
many evolutions.
Strategy milestones
Exclusivity and war strategies
The History of
the Standard
Oil Company
– Ida Tarbell
The Art of War
– Sun Tzu
Experience
Curves and
Growth-Share
Matrix
– Bruce
Henderson
Reengineering
the
Corporation
–Michael
Hammer
and James
Champy
The Principles
of Scientific
Management
– Frederick
Winslow
Taylor
~500BC 1904 1911 1968 1993 Today
Industrial
proficiency
Strategy
heydays
Strategic
proliferation
Reclaiming
strategy
?

12. Strategy today is gridlocked by
a growing overload of strategic
disruptors.
Sustainability
The Internet
Business Process Reengineering
Social Media
Social Media
Networked Value Chains
The War for Talent
Outsourcing
Globalization
Financial Crisis
Technology Startups
Customer Centricity
Sustainability
The InternetBusiness Process Reengineering
Social Media
Networked Value Chains
The War for Talent
OffshoringOutsourcing
Globalization
Technology Startups
Customer Centricity
Offshoring

13. Great ideas have emerged to
tackle the overload (authentic
leadership; no-regret tactics;
strategic simplifcations;
agility, flexibility, and
resilience) but none
has comprehensively
solved the problems
with strategy.

14. The future of strategy rests
on a new approach—one
that addresses strategic
challenges by combining
the brightest new
thinking with the
latest proven
practices.

15. A.T. Kearney has developed such an approach
based on three fundamental principles:
•Draw inspiration from the future
•Be organizationally inclusive
•Create a portfolio of competitive
opportunities
Applied individually, the principles are already
useful. When used in combination, they create a
powerful approach to strategy called FutureProof.

16. FutureProof Strategy
is the answer for
organizations
facing profound
strategic
challenges.

17. FutureProof Strategy
has proven results.

18. Results
A specialty retail chain lost touch with its customers,
lost sight of its competition and markets, and lost
its organizational spirit. Taking an organizationally
inclusive, future-in approach, the company not only
got moving again on decisive growth opportunities
but also restored its guiding sense of shared purpose.

19. Results
Following an acquisition, a large beverage subsidiary
needed to prove itself with growth … and fast. The
executive team called on all the key people for help.
By allowing themselves to be challenged with facts
and to explore myriad possible futures, the team
identified many relevant opportunities for growth—
and inclusive involvement ensured that they wasted
no time in making those
opportunities happen.

20. Results
An IT services company’s offering was impacted by
several disruptive trends all at once. By leveraging
technology to engage the entire organization, they
were able to draw on their collective resourcefulness.
This made the entire organization not only aware
of the changes coming their way but also fully
energized to capitalize on them—together.

21. Results
Deregulation and a fast-growing decentralized
generation forced a utility company to align a part
of its business to a new strategic and performance
reality. By engaging large parts of the organization
from the very start and executing a seamless
“from the middle” effort, it eradicated all hurdles
between strategy formulation, performance recali-
bration, and execution.

22. For more information about
how A.T. Kearney’s approach
to strategy can help your
company, please visit:
www.thefutureofstrategy.com