Innovative Strategies for Building Your Leadership

OVERCOME “Why Strategic Plans Fail”, For a BREAKOUT STRATEGY


The book is written by and for the practitioner. It is more of a strategic planning handbook than a theoretical book. It is written for the Board, CEO and executives. It is based on the practical learning of the author in facilitating strategic planning and on his years as an organizational effectiveness executive in several industries.

Most if not all organizations and executives claim they are strategic. Yet on a closer look many of such individual executive strategies reflect only their specialist departmental areas and collectively, fail to add up to a comprehensive company strategy. Even many overall stated company strategies on close analysis, often are but fragmented strategies, reflecting only one or two necessary dimensions of a full strategy. Typically the organization is not aware of the limits of its stated strategy, causing it to fail to reach its full potential. Such incomplete strategies typically cripple execution due to inconsistencies, constraints and contradictions.

The book outlines other related causes of strategic failure, including a lack of environmental competitive and customer awareness, a lack of organizational integration given silos of work, limited awareness of the profit and loss per product/service/segment, and customer, limited organizational capability to deliver a particular strategy and a lack of active differentiation and innovation, resting on the illusive comfort of past successes. Overall such factors are enough to cause strategic failure by themselves but are usually inter-connected. A lack of planning in one area is usually symptomatic of limits in the other strategic dimensions.

Only a full strategic planning process can unbundle and prevent such debilitating factors by realigning the company around a new robust strategy. Overall the formulation of a new strategy is still easier than executing it. Many apparent “great” strategies hit the wall because they include too many unanalysed naive assumptions to execute. This is why the book emphasizes developing a robust execution plan, not after the strategic planning process is finished but as an integral part of the strategic planning process itself. Execution planning becomes the test for the viability of the new strategy. Consequently, a newly formulated strategy must be shaped repeatedly until it is clear it can be executed. This then becomes the basis for developing the organization’s core competencies and differentiation within the limits of the organization’s capability. The strategic planning process dovetails into the immediate start of its execution. As such the book is as practical as it is robust, emphasizing optimal growth within the constraints of the resources and capability of the firm.

The book will show how to do strategic planning right, allowing the firm to overcome those factors that have held it back, allowing it to differentiate itself and create a new robust  breakout strategy.


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