No organisation that is really serious about its reason for existence can dare operate without a strategy. Regrettably, not all strategies are effective. Leaders are responsible for developing and executing effective strategies. For strategy to be effective it must rise above mere rituals.
Strategy is not Formology
Some organisations have strategy templates which they expect their managers to mechanically fill in the name of strategy development and then present at a strategy conference held at some resort hotel. The forms usually have things like: vision, mission, values, SWOT, goals, etc.
While the intentions are good and noble. It is regrettable, that most of these forms are hurriedly completed and many times they are a cut-paste-change date affair, created to impress senior managers who will question this and that but this exercise rarely constitutes real strategic thinking or meaningful strategic conversations. Regrettably sometimes these templates are filled out the night or morning before a strategy conference. This is a sophisticated form of self deception that neither helps organisations to lift performance nor help the organisations to change and improve things.
This perhaps explains why many organisations are frustrated with their strategy processes that do not any rain. Although they sit through the so called strategy sessions, they find that little or no execution really takes place. Strategy is not formology - the mere filling out of glorified forms.
Strategy is not Religion
For some organisations strategy is treated the same way we take religious rituals: no questioning, always the same way, same period, same format, no real concern for results. When your strategy setting takes the form of a mere ritual, performed to gratify higher corporate beings, you are headed for trouble and you are wasting resources.
Innov8 Strategy Services works with organisations to confront the realities of their businesses and develop effective strategies that raise the game. If you would like us to discuss your strategy please drop me an email at: milton@innov8.co.zw
1 comments:
AGreed Milton.
Strategy should link to the organisation areas of focus, practically relevant to things on the ground and in relation to the operating environment.
Many companies end up taking strategies as routines or standard expectations by Boards and Management committees.
Strategies and strategic planning should gather information and input from the lower echolens of the organisation high up to the Board.
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