In an ideal world, managers could formulate a long-term strategy, methodically implement it and then sustain the resulting competitive advantage. Reality, however, is rarely so neat and tidy. Technologies evolve, regulations shift, customers make surprising choices, macroeconomic variables fluctuate and competitors thwart the best-laid plans. Thus, to execute strategy as circumstances change, managers must capture new information, make midcourse corrections and get the timing right because being too early can often be just as costly as being too late. But how can managers implement a strategy while maintaining the flexibility to roll with the punches?
The first step is to abandon the long-held view of strategy as a linear process, in which managers sequentially draft a detailed road map to a clear destination and thereafter implement the plan. This linear approach suffers from a fatal flaw: It hinders people from incorporating new information into action. How so? First, the linear approach splits the formulation of strategy from its execution. (Indeed, many business schools still teach formulation and implementation as separate courses.) Thus planners craft their strategy at the beginning of the process, precisely when they know the least about how events will unfold. Executing the strategy, moreover, generates new information — including the responses of competitors, regulators and customers — that then becomes difficult to incorporate into the prefabricated plan. Second, a linear view of... To read the complete article, login or sign-up using the form below.
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