1Idea 1 of 5
Analysis is now free. Deciding is not.
What took a strategy team a quarter now takes an afternoon. The scarce thing in a company is no longer knowing; it is deciding, and deciding still takes a framework and a human.
For most of the last fifty years, strategy was expensive because analysis was expensive. A market study took a team and a season. A competitor teardown took a consultant and a fee. So companies did strategy rarely, in an annual cycle, and reviewed it quarterly, because that was all the analysis budget allowed.
That constraint is gone. Given one photograph and public data, a system like MOVE will produce a corporate and store-level strategy for a retailer in sixty seconds. What it produces is not perfect, but it is better than what most planning cycles produce in three months, and it can be re-run every time the world moves.
Three things follow, and most companies have absorbed none of them.
The quarterly business review is over
The QBR existed because analysis was slow. When root cause can be found before the meeting, the meeting can be monthly and it can decide. The monthly business review, with the analysis done in advance and the room used only for decisions, becomes the unit of strategy. A company still running quarterly reviews of an annual plan is running a cadence designed for a cost structure that no longer exists.
Tools like MOVE become table stakes
SWOT became universal in the last century because it was simple and it was free. Structured, AI-assisted strategy systems will become universal this decade for the same reason. The advantage will not come from having one. It will come from what the company does with the hour it now has instead of the quarter.
The human moves up, not out
AI narrows. It ranks twenty product-markets by profit and advantage, finds that four locations carry ninety percent of a regional shortfall, drafts the options. It cannot decide which business to exit, or which executive owns the number, or whether the board's appetite for risk matches the plan. Those are judgements, and they need a framework that produces them in order and a person accountable for them. The CEO's job becomes audit and own. The P&L owner's job becomes execute and adjust. Nobody's job becomes waiting for a report.
The companies that will be predictable in an unpredictable market are the ones that have made the deciding part fast, owned and monthly. That is what MOVE is for. The analysis part is now free.
In action: a coffee on the Rue Saint-Honoré
Tim took this photograph from a café table in Paris. One picture, public data, and MOVE. Four minutes later: a corporate strategy for the brand and a strategy for the store across the street. It answers the questions. It cannot decide which of them matter.
Watch: sixty seconds, full screenThe questions this idea asks of a company
- Do we actually know our real numbers?
- What did last month's business review decide? Not discuss. Decide.
- How long does it take this company to get from a question to an answer, and from an answer to an owner?
- If the analysis arrived a week early, would the meeting change?
Forward this page: share on LinkedIn or send the link. It is written to be read by the person you answer to.