Lucy Loh's scientific contributions

Publications (30)

Article
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Purpose This paper aims to look at the problems of measuring the performance of business strategy. The authors look at the problem using two classical performance management paradigms and suggest a third approach which treats strategy as a stochastic network of actors and manoeuvres between those actors. Design/methodology/approach This has been d...
Chapter
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In this paper we argue that the Patterns of Strategy (PoS) approach addresses the ‘strategy execution gap’ in three ways. First, a systemic paradigm provides an understanding both of why conventional strategy fails so often and how this undermines implementation. Second, speeding up the strategic decision-action cycle reduces the chances the enviro...
Book
Patterns of Strategy is a revolutionary approach to developing business strategy that shows how the strategic fit between organisations drives their strategic direction. It is essential reading for those who wish to understand how to manoeuvre their organisation to change its strategic fit and play it to their advantage. Although traditional appro...
Article
Full-text available
Overview There is fairly consistent survey evidence that current approaches to strategy development fail to deliver the planned strategic change in the majority of cases and we argue this shows they are intrinsically broken. There is a trend in the strategy literature and amongst strategists to blame this failure not on strategy itself, which could...
Conference Paper
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This paper looks at the relationship between organisational values and performance management approaches, with specific reference to Graves' model of values. We look at the effect cultural values have on the selection, design and adoption of different performance management approaches as well as the effect that performance management can have in ch...
Conference Paper
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This paper looks at the role of performance measurement in linking:  strategy,  the business environment it seeks to affect,  the organisation enacting the strategy  organisational changes to be able to enact the strategy. We argue that provision of information about these four elements and the links between them, expressed as performance measu...
Conference Paper
Full-text available
This paper looks at the problems of measuring the performance of business strategy. We look at the problem using two classical performance management paradigms and suggest a third approach which treats strategy as a stochastic network of actors and manoeuvres between those actors. This has been developed using action research in a number of strateg...
Conference Paper
Full-text available
This paper takes a systemic perspective on agility in organisation design. Starting with Beer's Viable System Model as an organisation design framework that describes the architecture for designing agility, we then look at measuring and building organisational agility. We explain the formula we developed for measuring agility and its application to...

Citations

... Similarly, to check for evidence relating to managerial tools for OCB decision-making, the keyword combinations "decision-making þ performance" and "OCB þ decision-making tool" reveal no pertinent coverage from the above repositories. The suggestive conclusion on the review of the existing work on OCB and performance, therefore, is that despite the presence of countless research, both theoretical (Harvey et al., 2018;Hazzi, 2018;Hoverstadt et al., 2020) and empirical (Franco and Franco, 2017;Scheuer and Loughlin, 2019;Habeeb, 2020), the focus on exterior (outside) behaviours is primarily limited. At the same time, out of the thousands of available research, none have put forward a decision-making tool by which managers can specifically separate contextual and TP attributes and consequences. ...
... Reverting to a previous example, then "being more agile" doesn't help. But being "this fast, in that business operation" sets a clear expectation to affected parts of the organisation, and other parts of the communication confirm which parts of the organisation will stay stable [27]. Describing strategy manoeuvre by manoeuvre makes communication very straightforward, by describing how the nature and dynamics of the relationship should change and why that's important. ...
... Before we describe this idea in more detail, let us take a brief look at a simple and classical game, rock-paper-scissors. It is easy to see (a simple overview can be found in [7]) that the optimal strategy for each player there is to pick each choice randomly with probability 1/3. As soon as one player deviates from this strategy, she gives an advantage to her opponent who can then exploit the predictability in her strategy. ...
... In Viable Systems Model (VSM) [1], this function is entrusted to the highest-level management system called System 5. Dependent on the author, System 5 is called Identity management function, as in [2], or Policy management function, as in [3] (meaning that policies are aimed at identity management). Identity is also present implicitly or explicitly in all levels of strategy work, as defined in [4]: ...
... So the development of manoeuvres has precision: not just a vague "be agile", but instead: "be this fast, in that business operation in order to have this effect" and have "x amount of resource deployed from Operation A to Operation B within y days." It's totally clear to the execution team what changes in capability are required, by how much and by when [25], [26]. Manoeuvres have a sequence and timing, so the strategy directly and easily generates the execution plan as a sequence of changes in capability, and when they need to be delivered to achieve the strategic intent. ...