Strategy+Business – August 2019

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then improve its ability to sense the market and experiment with new ideas.

Continually monitoring the performance of the portfolio strategies and tactics as

they are being executed, evaluating progress on activities and outcomes, and ad-

justing investments and decisions dynamically — reinforcement learning — are

the most critical and innovative parts of the process.

The system projects what is likely to happen, observes what is happening,

and then dynamically adjusts or learns to improve its performance over time.

Getting started

What do companies need to do to get started in developing resilient and dy-

namic strategies?

First, they must recognize the need for strategic planning to shift to become

an analytical, engaging, nonlinear, probabilistic, dynamic, and continual exer-

cise that can not only decide on a strategy but define the culture of the company

to become more agile, innovative, and bold.

Next, they must build required capabilities. Starting to assemble a core

team of data scientists and strategy modelers who can build capabilities and

tools will be key. In addition, the organization must have a group of “multi-

linguals” — experts who understand the industry domain, think strategically,

and can design models from a systems perspective. Finding such multilinguals

may be close to impossible, so companies will need to develop these skills in-

house to build a team that can work together closely to bring these capabilities

to bear.

An organization must have a group of

“multilinguals” — experts who understand the

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