You ask a silly question, you get a silly answer. That much we know. So if we want better answers, we need to ask better questions.nPeople have asked many questions in their effort to improve their competitive-strategy decisions. What do customers really want? What’s our mission? Why do we win some deals and lose others? What are the secrets of successful organizations? What do the numbers say? Where’s the future of our market? How can we become more innovative?nThose and others are useful questions. But there’s another, a remarkably simple question that drives straight to the heart of competitive strategy. (We’ll get to it shortly. We’re not ready for it yet.) This question drives business war games. It’s the key reason why, in my experience, business war games provide outstanding insights that greatly impact real-life bottom lines. We get better strategy answers from business war games because business war games ask a better strategy question.nTo see why that remarkably simple question is so good we must first clarify and reject the faulty questions that strategists commonly use.
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