Companies must abandon several common assumptions about planning and execution for a strategy to succeed.
Every year, executives at American corporations dutifully gather together their top brass, lock themselves in a room and go through the time-honored tradition known as strategic planning. After a few hours — or a few days — they emerge with a sacred document that will increase their sales, make their services shine, engage their staff and secure their futures.
Well, at least that’s the story they tell us in business school. In reality, most companies craft a half-baked strategic plan that is only partially implemented and has sketchy buy-in at best.
Read the rest of our article that appears in the April 2010 issue of Chief Learning Officer here.
