Henry Mintzberg, in his seminal 1993 book The Rise and Fall of Strategic Planning, refers to strategic planning as an “oxymoron,” claiming “the process can straitjacket an organization by stifling innovation and commitment.” In my last blog, I shared the first three of five myths that undermine most leaders’ effectiveness at generating powerful strategies and creating the ownership and accountability of their teams toward their execution. Here are the remaining two: Myth #4: Size Matters The typical strategic planning process is an exclusive affair. Executives often believe that the fewer people who are involved in the process, the easier it will be. As such, they often limit participation to a small group of business unit heads and/or the strategy development group. But […]
Every year, executives around the world go through the time-honored tradition known as strategic planning. They emerge from days or weeks of meetings with a sacred document that — if adhered to — will increase their sales, make their services shine, engage their staffs and secure their futures. Well, that’s the story they tell us in business school anyway.But unfortunately – as Professor Robert Kaplan of the Harvard Business School and his associate, David Norton of the Balanced Scorecard Collaborative tell us – as much as 90 percent of all corporate strategies fall short of stated objectives. From many years of experience helping global executive teams generate a clear and compelling direction for their organizations, […]
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