The License to Kill a Bad The License to Kill a Bad Strategy Strategy

Often during the process of strategy execution, Often during the process of strategy execution, the implementers start getting early feedback the implementers start getting early feedback that the strategy is way off the mark. that the strategy is way off the mark.

This feedback comes from the front lines : from This feedback comes from the front lines : from employees, customers, suppliers, associates.employees, customers, suppliers, associates.

Given a bad strategy, a great execution will Given a bad strategy, a great execution will only speed up a business failure. only speed up a business failure.

What the implementers need is a mandate or What the implementers need is a mandate or

a license to killa license to kill bad strategy without bad strategy without wasting precious resources and timewasting precious resources and time

Why a Bad Strategy is Not Shot Down

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Why a Bad Strategy is Not Shot DownWhy a Bad Strategy is Not Shot Down

Implementation is done by the lowly grunts or junior level Implementation is done by the lowly grunts or junior level managers managers No process through which the 'grunts' or 'hands and legs' can No process through which the 'grunts' or 'hands and legs' can

communicate their feedback. communicate their feedback. Even if there are means to relay feedback , the feedback Even if there are means to relay feedback , the feedback

does not have the necessary credibilitydoes not have the necessary credibility

Strategy Planners never account for the fact that strategy Strategy Planners never account for the fact that strategy could be subject to modification or failure during the could be subject to modification or failure during the process of execution . process of execution . They never go out and monitor/supervise strategy-in-actionThey never go out and monitor/supervise strategy-in-action

Why a Bad Strategy is Not Shot DownWhy a Bad Strategy is Not Shot Down

Strategy is supposed to be a sacred gospel Strategy is supposed to be a sacred gospel Devil advocates in senior management who question the Devil advocates in senior management who question the

strategy during development or execution are usually strategy during development or execution are usually sidelinedsidelined

Roll out of the strategy is rarely done on a test pilot basisRoll out of the strategy is rarely done on a test pilot basis Usually the roll out is organization-wide and commits all the Usually the roll out is organization-wide and commits all the

resources at the organization's command. resources at the organization's command. It is important to learn from lessons from a pilot before a It is important to learn from lessons from a pilot before a

complete roll out needs to be planned. complete roll out needs to be planned. Often top management ego and the fabled 'need for speed' Often top management ego and the fabled 'need for speed'

comes in the waycomes in the way

The Arrogance of The Arrogance of

Strategy Planners Strategy Planners

While a lot of time is spent in While a lot of time is spent in strategy formulation, it is very strategy formulation, it is very surprising that very little is surprising that very little is spent in testing out the spent in testing out the strategy. strategy.

No clear cut rules are defined to No clear cut rules are defined to flag off a strategy that is not flag off a strategy that is not delivering the required resultsdelivering the required results

No concession is made to the No concession is made to the possibility that the strategy possibility that the strategy could fail and if so, what would could fail and if so, what would constitute to be an early constitute to be an early warning.warning.

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Why are people who are in thick of execution are not given a license to kill a bad strategy when they see it ?

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http://strategy-execution.blogspot.comwww.mastersungroup.comchandra@mastersunindia.com

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