How Do CEOs Make Strategy?
Do high-performing firms win because they choose better strategies, or because they have better processes for making strategy in the first place?
If strategy is ultimately about managerial judgment under uncertainty, what role should structure and formal processes really play?
These questions were prompted by my reading of a new paper in Management Science by Mu-Jeung Yang, Michael Christensen, Nicholas Bloom, Raffaella Sadun and Jan Rivkin.
