"Experts have opined for decades on the reasons behind the spectacular failure rates of strategy execution.Esta última descrição aplica-se bem a uma multinacional onde estive recentemente, e onde me apresentaram como estratégia um documento onde se explicavam as virtudes do produto mas nem uma única palavra sobre quem são os clientes-alvo, sobre qual a sua proposta de valor e sobre como chegar a eles.
A full 61% of executives told us they were not prepared for the strategic challenges they faced upon being appointed to senior leadership roles. It’s no surprise, then, that 50%–60% of executives fail within the first 18 months of being promoted or hired.
Appointing that many unprepared leaders into roles directly responsible for crafting and executing strategy only fuels the risk of executional failure. Here are four of the most common signs that an executive is likely to fail when attempting to bring the organization’s strategy to life.
They lack depth in their competitive context. [Moi ici: Recordar a cláusula 4.1 da ISO 9001:2015] Taking on broader leadership roles usually results in greater insularity for leaders. Their focus is pulled toward internal issues: resolving conflicts, reconciling budgets, and managing performance. Consequently, they pay less attention to external strategic issues like competitor moves, customer needs, and technology trends. One study reports that 70% of leaders spend on average one day a month reviewing strategy and 85% of leadership teams spend less than an hour per month discussing strategy. When leaders fail to understand the competitive context of their organizations, they sometimes hide behind unrealistic goals to overcompensate. When I ask executives to show me their organization’s strategy, they often hand me a strategic plan that has product quotas and market share growth targets, or they show me the mission and values statement with some lofty statements on one page. But they rarely show me a clear market identity that articulates who they will serve and who they won’t, what capabilities they will be disproportionately better at than their competitors, and why their target customers would choose them over competitors."
Trechos retirados de "Executives Fail to Execute Strategy Because They’re Too Internally Focused"