The shaping strategy approach emphasizes collaboration through the orchestration of activities with other players in the ecosystem. Shapers engage, orchestrate, and evolve. Shapers first engage other players in the ecosystem in the creation of a shared vision for the industry. Subsequently, they orchestrate the collaborative activities through a platform. Lastly, they evolve the platform by scaling it up. BCG research has identified five strategy tools which can be used with the shaping approach. These strategy tools include S-curve, ecosystem strategy, co-opetition, open innovation, and shared value framework.

BCG’s Strategy Palette is based on three key contingent variables: unpredictability, malleability, and harshness, resulting in five strategy approaches: classical, adaptive, shaping, visionary, and renewal. It serves as a good introduction to strategy approaches and provides guidance on the relevant strategy tools that can be utilized for each approach. However, using only dichotomous variables makes this a more reductionist framework which does not lend itself towards capturing the different degrees of variation and complexity within the variables. Therefore, it does not allow for a more extensive and pertinent set of strategy approaches to be considered. 

The adaptive strategy approach is evolutionary, necessitating the creation of solution hypotheses and testing them through experiments, then selecting promising options and scaling them up. The emphasis here lies in creating strategic flexibility. BCG research has identified strategy tools that can be used with the adaptive approach. These strategy tools include time-based competition, first mover advantage, dynamic capabilities, strategy as simple rules, adaptive advantage, and transient competitive advantage.

This strategy approach is highly analytical and involves three key activities - analysis, planning, and executing. The emphasis here is on being efficient and optimal. The strategy methods, tools and techniques associated with it are well-known because this approach has and still enjoys wide adoption by organizations, business schools, and consulting firms. Out of the strategy tools that were surveyed, were identified as belonging to the classical approach. These strategy tools include SWOT, Cs, Porter’s five forces, BCG portfolio matrix, core competencies, resource-based view, value chain, and strategy maps.

The shaping strategy approach is most suitable for environments which are unpredictable but malleable. These environments usually exist in new industries where there are no established leaders or rules of competition. Many companies can enter these low barrier industries and introduce innovative business models, products, and services. Mature markets may also be ready to be disrupted if they are overserving major customer segments or not serving customers. The disruption is usually through business model innovation.