You Can Do More Than One Thing At a Time: Strategy That Works – Part Six

You Can Do More Than One Thing At a Time: Strategy That Works – Part Six

Strategy is often inhibited by fallacies in thinking. One of the greatest of these is the either/or fallacy. This informs the mindset that when presented with two apparent options, one must choose one or the other and that they are mutually exclusive.

The problem with this kind of thinking – while this may be useful for particular commitments – is that it does not allow for the divergent or even integrated options one may develop.

Iterative Strategy: Strategy That Works – Part Five

Strategic work in organisations needs to recognise the changing business landscape caused by the interaction between our environment, developing technologies, social changes and personal and demographic aspirations in both established (recovering) and developing economies. Therefore, strategy needs to be iterative – for some organisations almost on a daily basis. For individuals and businesses, strategy needs to help us to adapt and decide the play of the day. This strategy will continue to morph through the outcomes of those daily plays and events.

Here are 4 examples I have close knowledge of from my consulting work. These examples range from smaller to very large-scale enterprises, with sometimes difficult lessons to be learned.

Strategic Planning is An Oxymoron: Strategy That Works – Part Three

Strategic Planning is An Oxymoron: Strategy That Works – Part Three

I’ve worked with many CEOs and senior executives who are either refugees from or rebels against government processes. These smart people shudder at the thought of ‘Strategic Planning’ and beat a hasty retreat from anything smacking of the strategic ‘planning’ process, knowing that it will be an endless course in document production, micro-managing and copious prognostication based on significant assumptions.

We Need Some Forward Thinking: Strategy that Works – Part Two

We Need Some Forward Thinking: Strategy that Works – Part Two

Is strategy actually relevant and practicable in the contemporary, 2-years used-by date, technological environment? I have worked with numerous organisations and executive leaders to develop their strategic thinking. There are many fallacies I in their thinking and inhibitions developed through their traditional MBA and business school approaches to strategy. Effectively, their strategy is either neutered or non-existent.

There are two extremes of business strategy thinking:
1. One must plan strategy in 1, 5, 10, 20 or even 40 year plans and build on those with certainty.
2. Strategy is impossible in our fast-moving economies. One must simply be nimble and highly responsive to market forces.
Either of these positions is a ridiculous extreme.

Renew Your Leadership Team To Create Results

Renew Your Leadership Team To Create Results

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