Without competitors there would be no need for strategy, for the sole purpose of strategic planning is to enable the company to gain, as efficiently … - Kenichi Ohmae

In practice, the managerial decision to tackle organizational and systems changes is made even more difficult by the way in which problems become visible. Usually a global systems problem first comes into view in the form of local symptoms. Rarely do such problems show up where the real underlying causes are.

It is hard to let old beliefs go. They are familiar. We are comfortable with them and have spent years building systems and developing habits that depend on them. Like a man who has worn eyeglasses so long that he forgets he has them on, we forget that the world looks to us the way it does because we have become used to seeing it that way through a particular set of lenses. Today, however, we need new lenses. And we need to throw the old ones away.

The strategist's method is very simply to challenge the prevailing assumptions with a single question: Why? And to put the same question relentlessly to those responsibles for the current way of doing things until they are sick of it.