Reprint: R0805G
In today’s complex world, companies often find themselves facing confounding strategy problems. These issues are not just tough or persistent; they’re “wicked”—a label used by urban planners for problems that cannot be definitively resolved. Poverty and terrorism are classic examples. A wicked problem has innumerable causes, morphs constantly, and has no correct answer. It can be tamed, however, with the right approach.
In this article, Camillus, a professor at the Katz Graduate School of Business, explains how executives can tell if they’re dealing with a wicked strategy problem. In a 15-year study involving 22 companies, he identified five key criteria. If a problem involves many stakeholders with conflicting priorities; if its roots are tangled; if it changes with every attempt to address it; if you’ve never faced it before; and if there’s no way to evaluate whether a remedy will work, chances are good that it’s wicked. According to the author, the need for faster growth is, in all likelihood, a wicked issue for Wal-Mart.
Traditional linear processes—identifying the issue, gathering data, studying all the options, choosing one strategy—don’t work with wicked problems. They instead demand social processes that constantly engage stakeholders, explore related issues, reevaluate the problem’s definition, and reconsider the assumptions of stakeholders. A strong corporate identity is essential: It serves as a rudder that helps the enterprise navigate a sea of choices. Because it’s impossible to tell which options are appropriate, executives should stop analyzing them and start experimenting with actions. Eventually they will make progress by muddling through. Envisioning possible futures and identifying moves that will realize the one the company hopes for will uncover promising remedies. That’s how PPG Industries, a 100-year-old manufacturer, has successfully coped with its wicked strategy issues.
