A diagnostic you can run this week. Most strategies describe what the firm will do to itself. The ones that win describe what is changing in the world.
Great point, thank you Ian! A ot of research and studies point out how 'bad' companies are at making sense of the change and what next: the 6 % dilemma - if (and when) ≤6% of people inegage in creating new, shareholder value gos down / up 3x, nly 6% of companies are future built or true leaders in transformation - and then also the '80+' dilemma: 84% of leaders feel underprepared for future disruptions, are not happy that the company is future-fit or nnovative enough, 62% of CEOs say they need to rewrite their business playbook to win and not play to existing strengths (see BCG, Forrester, McKinsey, IBM CEO study, World Economic Forum & McKinsey, Gallup, and many other studies). So work on good collective sensemaking.
Great point, thank you Ian! A ot of research and studies point out how 'bad' companies are at making sense of the change and what next: the 6 % dilemma - if (and when) ≤6% of people inegage in creating new, shareholder value gos down / up 3x, nly 6% of companies are future built or true leaders in transformation - and then also the '80+' dilemma: 84% of leaders feel underprepared for future disruptions, are not happy that the company is future-fit or nnovative enough, 62% of CEOs say they need to rewrite their business playbook to win and not play to existing strengths (see BCG, Forrester, McKinsey, IBM CEO study, World Economic Forum & McKinsey, Gallup, and many other studies). So work on good collective sensemaking.
Strong diagnostic framework; strategy must connect external change to decisions.