strategy is defined not so much by its cleverness as it is by its
faithful execution. Reviewing or defining the strategic direction of
any organisation will involve a range of stakeholders, some of whom will
have conflicting expectations of the organisation and its future.
Thatís why most written strategies are at odds with the daily decisions
and actions of the people who determine success or failure.
we firmly believe that the only strategy that really matters is the one
in peopleís heads. Therefore we work with our clients to clarify and
articulate a strategy that matches the organisationís DNA. To do that
we follow a simple, but profound framework:
It is not
possible for an organisation to outsource its heart or its brain. That
is why importing a clever Strategic Intent rarely works effectively.
When strategy is at odds with what an organisation deeply values or
challenges entrenched structures or ignores gaping holes in
organisational capability, the outcome is always less than satisfactory.
The trick is to
start with a deep analysis of who we are, why we exist and what we stand
for. Only then can an organisation formulate a strategy that will take
root and thrive.