The Problem of Strategy “Strategy” has become a priority for all intelligent managers. Strategy, however, is slippery, unwilling to be quickly defined or easily grasped. Indeed, in his tome on strategic planning, Henry Mintzberg offers four disparate but prevailing definitions of “strategy:”[i] a plan, a “how,” a means of getting from here to there; a […]
You Can’t Manage What You Can’t Measure Management, by definition, requires intimate knowledge of what is being managed. And business knowledge depends on measurement. Strategy International’s execution plans encourage and demand constant measurement of progress toward each initiative and objective. This measurement occurs via both internal and external feedback. Each consists of hard-and-fast performance measures […]
The Ride, Part II: Implementation Once the ship has hit the water, it’s time to move. The most intricate and brilliant execution plan is worthless hidden in a desk drawer beneath a stapler and dirty coffee mug. Strategy’s beauty lies in its careful implementation—and ubiquitous involvement. Any disturbance of the status quo is bound to […]