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License to Kill a Bad Strategy

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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.

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License to Kill a Bad Strategy

  1. The License to Kill a Bad Strategy
  2. <ul><li>Often during the process of strategy execution, the implementers start getting early feedback that the strategy is way off the mark. </li></ul><ul><li>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. </li></ul><ul><li>What the implementers need is a mandate or a license to kill bad strategy without wasting precious resources and time </li></ul>
  3. Why a Bad Strategy is Not Shot Down http://www.flickr.com/photos/lens-prince/3039364918/
  4. Why a Bad Strategy is Not Shot Down <ul><li>Implementation is done by the lowly grunts or junior level managers </li></ul><ul><ul><li>No process through which the 'grunts' or 'hands and legs' can communicate their feedback. </li></ul></ul><ul><ul><li>Even if there are means to relay feedback , the feedback does not have the necessary credibility </li></ul></ul><ul><li>Strategy Planners never account for the fact that strategy could be subject to modification or failure during the process of execution . </li></ul><ul><ul><li>They never go out and monitor/supervise strategy-in-action </li></ul></ul>
  5. Why a Bad Strategy is Not Shot Down <ul><li>Strategy is supposed to be a sacred gospel </li></ul><ul><ul><li>Devil advocates in senior management who question the strategy during development or execution are usually sidelined </li></ul></ul><ul><li>Roll out of the strategy is rarely done on a test pilot basis </li></ul><ul><ul><li>Usually the roll out is organization-wide and commits all the resources at the organization's command. </li></ul></ul><ul><ul><li>It is important to learn from lessons from a pilot before a complete roll out needs to be planned. </li></ul></ul><ul><ul><li>Often top management ego and the fabled 'need for speed' comes in the way </li></ul></ul>
  6. <ul><li>The Arrogance of </li></ul><ul><li>Strategy Planners </li></ul><ul><li>While a lot of time is spent in strategy formulation, it is very surprising that very little is spent in testing out the strategy. </li></ul><ul><li>No clear cut rules are defined to flag off a strategy that is not delivering the required results </li></ul><ul><li>No concession is made to the possibility that the strategy could fail and if so, what would constitute to be an early warning. </li></ul>http://www.flickr.com/photos/ladyinpink/448733763/
  7. 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 ?
  8. http://strategy-execution.blogspot.com www.mastersungroup.com [email_address] Sarvajeet : +91 9920803060

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