Not surprisingly, PPG has invested heavily in developing such a technology.
PPG’s approach to strategy is comprehensive, with the various techniques the company uses reinforcing one another and enabling it to beat back the wicked challenges it faces. Partly as a consequence, even though PPG operates in highly competitive markets, it reported revenues of $11.2 billion in 2007—a 13% increase over 2006—and net income of $834 million, compared with $711 million in 2006.
When confronting frustrating problems, an enterprise would do well to recognize that they may be wicked. Moving from denial to acceptance is important; otherwise, companies will continue to use conventional processes and never effectively address their strategy issues. Moreover, when executives look afresh at the problems they face, they shouldn’t be shocked to find so many wicked ones. “The easy problems have been solved. Designing systems is difficult because there is no consensus on what the problems are, let alone how to solve them,” wrote Mary Poppendieck, the lean-software development guru, in 2002. That’s true for many businesses today.
PPG’s approach to strategy is comprehensive, with the various techniques the company uses reinforcing one another and enabling it to beat back the wicked challenges it faces. Partly as a consequence, even though PPG operates in highly competitive markets, it reported revenues of $11.2 billion in 2007—a 13% increase over 2006—and net income of $834 million, compared with $711 million in 2006.
When confronting frustrating problems, an enterprise would do well to recognize that they may be wicked. Moving from denial to acceptance is important; otherwise, companies will continue to use conventional processes and never effectively address their strategy issues. Moreover, when executives look afresh at the problems they face, they shouldn’t be shocked to find so many wicked ones. “The easy problems have been solved. Designing systems is difficult because there is no consensus on what the problems are, let alone how to solve them,” wrote Mary Poppendieck, the lean-software development guru, in 2002. That’s true for many businesses today.