Why thinking strategic is often tragic
Have you ever realised that the word ‘strategic’ is largely a slight tweak of ‘tragic?’ Or, strategy is only a slight morphing of tragedy?
This got me thinking, about why even with the best intentions corporate and government strategies way too often fail and become tragedies.
- T — Too much time is spent pontificating, workshopping (and workshopping, and re-workshopping etcetera, etcetera) and pulling the team away from actually DOING.
- R — Risk is viewed as too high to implement quickly, and with this can come a tendency to basically do the same as ever, same as competitors (yawn).
- A — Action is missing and there is far more talk than action, with so much time being spent getting ready and feeling safe that they NEVER START.
- G — Goals are absent and the meaning of success is unclear, even KPIs can be vague, too low or unachievable (particularly without ACTION).
- I — Individuals are not clear on what ‘they’ need to do, or even lack ownership, care, belief or ability to do what needs to be done.
- C — Communications is poor both internally as to what needs to be done, by whom, when and why, but also externally to customers and others as to how things are being improved.
I ponder that perhaps we need to stop being so obsessed with thinking strategically as this too often ends up tragically.
Perhaps more focus on being agile, ever and authentically listening to customers and fixing what needs to be fixed quickly and efficiently would be best.