How can Anti-Strategy Kill your Organization?  Part II

Anti-Strategy occurs when an organization’s strategy is not clear and functional leaders and individuals make choices in their best interests. Some call this “silo thinking” some call it “self-centered,” but without a clear Corporate Strategy it is impossible for groups to align to what is right for the entire organization! Without a clearly articulated Corporate Strategy, each function works on their priorities seemingly without regard to other department’s needs. Here are some examples of Anti-Strategy: …Read More

Entrepreneurs are wired differently than most, often “painting outside the lines,” seeing things others don’t. But their vision, creativity and drive can come with a cost. They under manage and most don’t manage their companies or themselves well.

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Organizations that aren’t guided by clearly articulated strategy and objectives have a tendency to wander and fall apart. Their foundation is weak and they have inadequate structural supports. They don’t have something to use as a litmus test for making decisions.

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Anti-Strategy is an interesting phenomenon. Have you ever wondered why someone in the company, a peer, a direct report or even the boss has done something that just didn’t make sense? Maybe it was reorganization, a change in product direction, adding new people that should be in other organizations, or worse yet, done nothing? Of course you have. You are probably guilty of it yourself, although you may not realize it or don’t want to admit it. Smart, successful and highly compensated people often do things that don’t seem to fit or support the program or your perspective of the direction of the company.

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If your Strategic Execution™ is hit-and-miss, you are not alone—only 10% of all companies execute well to their strategies. There are lots of contributors to companies’ poor execution to strategy, but one that holds many back is organizational readiness. The Tampa Bay Buccaneers NFL football team set a record for pro sports futility in its first two years—26 consecutive losses in 1976 and 1977. At a press conference after the record-breaking 20^th loss the late John McKay, then the Buccaneer’s coach, was asked, “Coach, how do you feel about your team’s execution?” McKay quipped, …Read More

Yankee Hall of Fame catcher Yogi Berra once said, “If you don’t know where you’re going, you’ll wind up somewhere else.” A business interpretation: strategy needs to guide your efforts and your company’s Strategic Execution™– how effectively you implement your strategy — distinguishes whether you’ll win or be an also-ran. One of the ways effective businesses stay on course is understanding in detail where they have been, what successes they have had in execution and where they have come up short. All too often companies …Read More

Many companies have a strategic plan and ALL companies have a culture. If strategy and culture aren’t integrated, you ARE UNDER-DELIVERING! Is your company poised to Deliver a Culture of Stretegic Execution? If you ask a business leader about their Strategic Plan, the typical response is… “It’s around here somewhere,just let me look.” They believe a Strategic Planning Process is expensive; costing time, resources, and promises. A scalable and sustainable Strategic Execution Process is even more time consuming and costly. Many companies fail to deliver the results and promises contained within their Strategic Plan and that’s usually a Culture issue. …Read More