How many new strategies have you actually seen succeed?
If your organization is typical, you undergo an annual 'strategy' process which almost invariably confirms the current strategy. Nothing changes. Not because of the data. Or the hard thinking. Or the valid strategic options.
Unfortunately, for years this has worked because competitors were doing the same thing. However, it fails miserably when a new strategic threat arises - which is occurring with increasing frequency.
Yet, who hasn't seen a dedicated "tiger team," consisting of hand-picked individuals, relieved of their daily responsibilities and tasked with achieving a specific objective within a short time frame, succeed beyond all expectations?
So why not make the executive team of the company or business unit the "strategic tiger team?" Pick the biggest market opportunity, or the worst performance gap in the organization, and then have the executives clear their calendars for three days, go offsite to eliminate distractions, get an experienced facilitator and focus exclusively on addressing the challenge. Don't quit until the team agrees on specific action items, resources and accountabilities for the next 30, 60 and 90 days.
You'll be amazed at the results.
If your organization is typical, you undergo an annual 'strategy' process which almost invariably confirms the current strategy. Nothing changes. Not because of the data. Or the hard thinking. Or the valid strategic options.
Unfortunately, for years this has worked because competitors were doing the same thing. However, it fails miserably when a new strategic threat arises - which is occurring with increasing frequency.
Yet, who hasn't seen a dedicated "tiger team," consisting of hand-picked individuals, relieved of their daily responsibilities and tasked with achieving a specific objective within a short time frame, succeed beyond all expectations?
So why not make the executive team of the company or business unit the "strategic tiger team?" Pick the biggest market opportunity, or the worst performance gap in the organization, and then have the executives clear their calendars for three days, go offsite to eliminate distractions, get an experienced facilitator and focus exclusively on addressing the challenge. Don't quit until the team agrees on specific action items, resources and accountabilities for the next 30, 60 and 90 days.
You'll be amazed at the results.
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