What are the components of a successful strategic planning process?

Strategic planning can seem like an abstract process and a waste of time. In my experience, a lot of companies end up reviewing tons of PowerPoint decks and sandbagging financial projections without having the right conversations. But it doesn’t have to be that way. The objectives of any strategic

Why we choose the wrong approach to strategy

Companies should use distinctly different approaches to the development of their strategies. The goal is to match the strategy making process to the competitive circumstances. Most of them DO NOT. Many use approaches appropriate only to predictable environments - even in highly volatile situations. The idea behind Martin Reeves book,

Ideology is making business worst

In WWII, German armed forces predominantly sought to destroy their enemies on the battlefield through Blitzkrieg. According to Lorris Beverelli the problem is that: "German strategists failed to conceive a way to defeat their enemies other than by defeating major parts of their armed forces and occupying their entire country

Courage: The biggest challenge organizations face

In my experience, the single biggest challenge organizations face is the lack of courage. Most executives do a good job of figuring out what needs to be done to improve their organization’s success. Many lack the guts to make the hard decisions. They lack the courage of their own

What strategic decisions look like

Most companies fall into the “do-it-all strategy” trap. Failing to make choices, and making everything a priority. The result is underperformance and employees lack of beliefs that their leaders truly want them to act strategically. For employees strategy can look like a black box. They are thinking: “Leaders have spent

Company mission in crises

In her posts In the Future, All Brands Will Be B Corps, Ana Andjelic writes that "Crises are great truth-tellers. Brands are, in real-time, going through the crash course in social responsibility, and there are already winners and losers. Winners acknowledge what their customers are going through. Losers are pitching

The roundabout path to strategy

The traditional idea behind strategy is the deployment of resources against some objectives. Each year, organizations engage in processes akin to magical rites with the goal of coming up with a plan. We know what to do, we know why we should do it and we know how to do

Organizational debt and conceptual clarity

In his book, The Messy Middle, Scott Belsky describes “organizational debt”: Leaders who can’t make tough decisions cause their teams to accumulate “organizational debt.” Like the notion of “technical debt,” which is the accumulation of old code and short-term solutions that collectively burden a team over time, organizational debt
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