Strategy is often inhibited by fallacies in thinking. One of the greatest of these is the either/or fallacy. This informs the mindset that when presented with two apparent options, one must choose one or the other and that they are mutually exclusive.
The problem with this kind of thinking – while this may be useful for particular commitments – is that it does not allow for the divergent or even integrated options one may develop.
Strategic work in organisations needs to recognise the changing business landscape caused by the interaction between our environment, developing technologies, social changes and personal and demographic aspirations in both established (recovering) and developing economies. Therefore, strategy needs to be iterative – for some organisations almost on a daily basis. For individuals and businesses, strategy needs to help us to adapt and decide the play of the day. This strategy will continue to morph through the outcomes of those daily plays and events.
Here are 4 examples I have close knowledge of from my consulting work. These examples range from smaller to very large-scale enterprises, with sometimes difficult lessons to be learned.
The Strategy Retreat is a favoured exercise amongst the C-Suite and many organisations. It’s not a ‘Strategic Retreat’, mind you (although sometimes one wonders), but an opportunity to focus on the strategy of the firm and develop concrete goals, discuss
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