The License to Kill a Bad Strategy

Often during the process of strategy execution, the implementers start getting early feedback that the strategy is way off the mark. This feedback comes from the front lines : from employees, customers, suppliers, associates. Given a bad strategy, a great execution will only speed up a business failure. What the implementers need is a mandate or a license to kill bad strategy without wasting precious resources and time

Often during the process of strategy execution, the implementers start getting early feedback that the strategy is way off the mark.

This feedback comes from the front lines : from employees, customers, suppliers, associates. Given a bad strategy, a great execution will only speed up a business failure.

What the implementers need is a mandate or a license to kill bad strategy without wasting precious resources and time

Why a Bad Strategy is Not Shot Down http://www.flickr.com/photos/lens-prince/3039364918/

Why a Bad Strategy is Not Shot Down Implementation is done by the lowly grunts or junior level managers No process through which the 'grunts' or 'hands and legs' can communicate their feedback. Even if there are means to relay feedback , the feedback does not have the necessary credibility Strategy Planners never account for the fact that strategy could be subject to modification or failure during the process of execution . They never go out and monitor/supervise strategy-in-action

Implementation is done by the lowly grunts or junior level managers

No process through which the 'grunts' or 'hands and legs' can communicate their feedback.

Even if there are means to relay feedback , the feedback does not have the necessary credibility

Strategy Planners never account for the fact that strategy could be subject to modification or failure during the process of execution .

They never go out and monitor/supervise strategy-in-action

Why a Bad Strategy is Not Shot Down Strategy is supposed to be a sacred gospel Devil advocates in senior management who question the strategy during development or execution are usually sidelined Roll out of the strategy is rarely done on a test pilot basis Usually the roll out is organization-wide and commits all the resources at the organization's command. It is important to learn from lessons from a pilot before a complete roll out needs to be planned. Often top management ego and the fabled 'need for speed' comes in the way

Strategy is supposed to be a sacred gospel

Devil advocates in senior management who question the strategy during development or execution are usually sidelined

Roll out of the strategy is rarely done on a test pilot basis

Usually the roll out is organization-wide and commits all the resources at the organization's command.

It is important to learn from lessons from a pilot before a complete roll out needs to be planned.

Often top management ego and the fabled 'need for speed' comes in the way

The Arrogance of Strategy Planners While a lot of time is spent in strategy formulation, it is very surprising that very little is spent in testing out the strategy. No clear cut rules are defined to flag off a strategy that is not delivering the required results No concession is made to the possibility that the strategy could fail and if so, what would constitute to be an early warning. http://www.flickr.com/photos/ladyinpink/448733763/

The Arrogance of

Strategy Planners

While a lot of time is spent in strategy formulation, it is very surprising that very little is spent in testing out the strategy.

No clear cut rules are defined to flag off a strategy that is not delivering the required results

No concession is made to the possibility that the strategy could fail and if so, what would constitute to be an early warning.

http://www.flickr.com/photos/nexus_6/2512854859/ Why are people who are in thick of execution are not given a license to kill a bad strategy when they see it ?

http://strategy-execution.blogspot.com www.mastersungroup.com [email_address] Sarvajeet : +91 9920803060