CHAPTER6Turning Strategy into Reality
Putting strategic initiatives into effect in organizations is like turning an ocean liner at full steam. Although the captain’s command may echo loud and clear, and even if the turning procedure is underway, no direction change is apparent for the first few moments. The inertia of these giant vessels, measuring hundreds of yards in length, is so great that a quick response is out of the question. It takes planning ahead and allowance for reaction time to make the right change in an ocean liner’s course.
This same challenge permeates the corporate world. While top decision makers may mandate a given strategy, overcoming the business-as-usual inertia takes time. Allowing for the inertia-related time lag is ...
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