Senior management teams are great at coming up with strategic priorities, to the extent that many are drowning in them. But while it is platitudinous to point out that the existence of too many goals confuses staff and leads to sketchy execution, the path to rectifying strategic overload is less obvious. Yet Peter Killing, a professor at IMD, the Swiss business school, says there is a clear method that bosses can use to define and approach their company’s “must-win battles”. You can listen to him detail these steps in a 16-minute audio interview here, or click on the rest of this post for a written summary.

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Earlier this month, I asked readers for their experiences of professional networking websites. Having used these responses to shape my questioning of bosses at LinkedIn and Xing, two huge players in this field, I’ve come to the conclusion that such sites can benefit users in two major ways - as long as they avoid two big pitfalls.

Below is a summary of these pros and cons, with input from Lars Hinrichs, the founder and chief executive of Xing, and Kevin Eyres, the European managing director of LinkedIn (as Mr Eyres is based in London, I was also able to conduct a 9-minute audio interview with him). It’s a long post but please bear with me!

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Why has AG Lafley been so successful at running Procter & Gamble?  According to Roger Martin, dean of the University of Toronto’s Rotman School of Management, Mr Lafley is a great example of the superior leader who doesn’t reduce management to a series of “either/or” choices. Instead, he has been able to blend two seemingly incompatible courses of action into a very effective strategy.

In his recent book, The Opposable Mind, Prof Martin tells how P&G was being pushed in two different directions when Mr Lafley became chief executive in the dark days of 2000. On the one hand, the maker of Tide detergent and Crest toothpaste faced pressure to cut costs in order to compete more aggressively with own-brand goods. Yet there was an opposing school of thought that said the path to salvation lay in going upmarket by using expensive innovations to differentiate P&G brands from the me-too products.

As Prof Martin tells it - and as an advisor to Mr Lafley he has had a privileged view of the turnround - part of the genius of the P&G boss was in finding a way to reconcile these two positions into a synthesised whole that managed to satisfy both constituencies. Costs were cut but there was also a new emphasis on design and on importing external ideas that helped P&G to charge higher prices. Prof Martin calls this have-cake-and-eat-it approach ”integrative thinking”.

In this 9-minute audio interview, I chat to Prof Martin to find out how managers can structure their own problem-solving in order to avoid simplistic binary oppositions.

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