Hamel sets out ten principles for strategy generators to bear in mind:
01 strategic planning is a calendar driven ritual: involving plans and sub-plans, rather than a strategic one that is challenging and innovative that might lead to discovery
02 strategy making should be subversive: great strategies come from challenging the status quo and doing something different.
03 the bottleneck is at the top of the bottle: the most powerful defenders of strategic orthodoxy are senior management. Strategy making needs to be freed from the tyranny of their experience
04 revolution exists in every company: let everyone have their voice, so that new as well as tried and tested thoughts are part of strategy making
05 change is not the problem: rather, engagement is. People will support change and welcome the responsibility for engendering it, if this gives them some control over their own future
06 strategy making must be democratic: the capability for strategic thinking is not limited to senior people. It is impossible to predict where a revolutionary, good idea may be lurking
07 anyone can be a strategy activist: people who care about their organization do not wait for permission to act
08 perspective is worth 50 IQ points: subversive strategy means gaining a new perspective on the world, and looking at potential markets through new eyes
09 top-down and bottom-up are not alternatives: if top-down can achieve unity of purpose among the few involved, bottom up will bring diversity of perspective. Bring the two together
10 you can't see the end from the beginning: surprises do not appeal to everyone, but delving into discontinuities and identifying potential competencies will bring unpredictable outcomes
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