Why do most strategies fail to lift a company’s fortunes?

vnbhattacharya's picture
In my last month’s post I had written about the importance of insight in shaping effective strategy. Besides lack of insight, strategies fail for two other reasons. One, managers often confuse strategy with outcomes.

Who's really important in the organization? Everyone!

Harvey Mackay's picture
A sea captain and his chief engineer got into an argument about which one was more important to the ship. Finally they decided to trade places for a day. After a few hours, the captain suddenly appeared on deck, covered with oil and soot.   "Chief!" he yelled wildly w

In Business, Culture Eats Strategy for Breakfast

misner's picture
Strategy is often talked about in business schools, in fact it’s a primary focus. Culture however, is less understood. Culture involves a variety of contributing factors including a blend of attitudes, beliefs, mission, philosophy, and momentum that help to create and sustain a

How Insights Shape Strategy.

vnbhattacharya's picture
Why do strategies fail? The principal purpose of strategy is to achieve a desired future state by making the business competitive. Strategies fail when they are inconsistent with the long-term goal.
We are enamored with Change and disruptive innovation, yet often business success is a result of a sustainable business model, which in this article the authors says is a result of simplicity, focus, and mastering the art of continuous change. Interesting read covering the success of Mumbai’s Dabbawallas, to Ikea and Nike.

Want an edge in business? Study the Trust Edge

Harvey Mackay's picture
"Trust flows from individuals, not organizations." That's the best summary I can provide of David Horsager's hot new book, "The Trust Edge - How Top Leaders Gain Faster Results, Deeper Relationships, and a Stronger Bottom Line."   Why is this book so val

‘Does your Company have an effective strategy?’

vnbhattacharya's picture
Last month I had asked if you could articulate your strategy briefly. You can do that only if you have one. Do you?  Managers may answer in the affirmative yet most firms struggle with strategy. Sustained superior profitability is the outcome of a good gameplan.

The Power of Defining the Problem

harvardbusinessreview's picture
Well-defined problems lead to breakthrough solutions. When developing new products, processes, or even businesses, most companies aren't sufficiently rigorous in defining the problems they're attempting to solve and articulating why those issues are important.

Can you say what your strategy is?

vnbhattacharya's picture
In the HBR article by that title David Collis and Michael Rukstad propose that a short statement ensures clarity and employee alignment. Objective, scope, and advantage are its three components. Objective. Strategy must have a specific end in mind. Maximising shareholder value, achieving leade

Strategy Ain't What it Used to Be

forbes's picture
Strategic planning is an annual event, right? It must be, because according to a recent Harvard BusinessReview article, almost nine out of 10 executives said their companies developed annual strategic plans.