These strategy houses became increasingly affiliated with private equity firms and helped these firms win or lose their fortunes.
In 2008, the global financial system collapsed and the one conversation that dominated business (i.e. Strategy) was replaced by another - that of finance. In the wake of the collapse, many businesses blamed themselves for relying too heavily on strategy whilst economic matters went to the wayside. They determined to righten the equation. Reaction has been the result with many now claiming that "don't do strategy" (319). The recent financial crisis has also issued other questions such as how to equally disseminate the wealth procured by elite companies as well s how to address (and prevent?) the pain this their operations can often create. These are philosophical questions that seem far from the ambit of corporate profile. In conclusions, my observations are that, at the beginning of the 21st century, we have come a long way...
It is likely that suffering and disappointment has made us more humble and less ego-centered and giddy. Business strategies of yore have often stressed focus on people as being more advantageous to a corporation than focus on concepts, but such theories were preached as per ideology by strategists and accepted as superficialities by firms, solely and exclusively for the benefit that tit gave them. It may be likely, however, that the consequences of the 2008 recession have culminated in a client -- and -- other centered perspective that is more genuine, authentic and good. This is so for both employees and clients. Practicing this genuine connections does not spell the end of strategy's influence per se, but it may make business a better place to be.
Reference
Kiechel III, W. (2010) The Lords of Strategy. Boston, MA: Harvard Business Press.
