WHEN YOUR STRATEGY is on paper, painstakingly crafted, revised, and polished, you’ll no doubt feel a huge sense of accomplishment. You’ll have a game plan. You’ll know where you’re going and why. Most managers who go through this rigorous strategy exercise breathe a sigh of relief at the end. My sense is that many of them end up thinking, “I’ve figured it out. I’m through. The only thing left to do is to put it into gear.”
It’s not surprising that you or they might think this way. In most popular portrayals the strategist’s job would seem to be finished once a carefully articulated strategy has been made ready for implementation. The idea has been formed, the next steps specified, the problem solved. But, as I tell ...
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