Trying to be perfect has come up in several strategic thinking workshops and conversations recently. I definitely understand trying to be perfect. Been there, done that, and still try to do it way too often.
When asked about their strategy formulation failures, most executives complain that it is an insufficiently inspired, unrealistic, impractical, and detached process: 1) Lack of understanding of future trends (88%) 2) Little understanding of internal capabilities (87%) 3) Too much top-down approach (84%) 4) Not enough logical thinking (84%).
Let’s say you’re getting together with other managers and employees to develop your organization’s or unit’s strategy. No matter how much discussion and enthusiasm you bring to the task, you’re likely to emerge with a list that looks like this:
Superior operational outcomes through efficient work practices
Becoming competitive in an existing market
Increasing product sales to take market leadership
Expanding into other regions
Developing a service delivery model that incorporates tactical projects
When you’re done, you might scratch your head and reflect: I think this looks OK. It doesn’t. It contains what might be called goals, objectives, actions, and vague statements of intent — but alas, no strategies.
Is Social Media generating a good Return On Investment for your business? Are you reaching the audience that you need to be reaching? Is your social media content engaging your business with your social followers?
Do have contrasting voices on your strategy team? It's not enough to have familiar voices that are immersed in the current strategy. There are two others types of voices you can't afford to exclude from your organization's strategy conversations.
Talking with reader and number one Brainzooming fan Stephen Lahey recently, the conversation turned to the strategic thinking behind reasons to integrate one's spirituality and business life. I shared my personal strategic ...
I am an ex-strategy consultant. I have an MBA. And I am increasingly convinced the relevancy of both has been permanently diminished. Is strategy dead? Webster’s defines Strategy as “a careful plan for achieving a particular goal over a long period of time.” Yet today, what constitutes a long period of [...]
Jim Schreier's insight:
Part of the dynamic of why "strategic exploration" is so important today! @i_wheel
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