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The Big Lie of Strategic Planning

The Big Lie of Strategic Planning | Maximizing Business Value | Scoop.it

All executives know that strategy is important. But almost all also find it scary, because it forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career.

 

The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target – an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future. By the end of the process, everyone feels a lot less scared.

 


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, March 21, 5:43 PM

You should follow Roger Martin on Twitter her: @RogerLMartin


Roger also writes regularly on HBR here


I've previously interviewed Roger about his latest book Playing To Win. You can read the article here: Make the right choices to create a winning strategy.



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Why We Need More “Whys” in Strategic Planning

Why We Need More “Whys” in Strategic Planning | Maximizing Business Value | Scoop.it

It’s important to first recognize the reasons the question “why” often goes unasked and unanswered. If it’s such a powerful question, why is it so often replaced by “sounds good to me” or other such passive responses? This excellent article discusses why we don't ask this question more often during the process of developing new strategic plans and suggests ways to change our behaviour to deliver better strategy in future.


Via Daniel Watson
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