“To excel at strategy, we must first understand what it is” – Carl von Clausewitz
Leadership is critical to formulating and implementing strategy, and implementation requires strategic leadership.
Yet some organizations seem to get a bit confused when it comes to strategy, priorities, outcomes. Strategy teams spend months working with senior leadership and boards to formulate strategy and the strategic narrative. Yet, come Investor Day – the presentation only shows financials and financial targets, and no sign of the strategy needed to achieve these targets and numbers. Investors may not be interested in the strategic detail, but for the organization this can be confusing.
Another observation is the organization of a thousand and one strategies. Instead of anchoring all geographic, divisional, functional, team priorities into the overarching strategy, individual parts of the organization develop their own strategies, priorities and KPIs, so creating lack of alignment.