Seizing Control of Your Strategy
As I was listening recently to a client leadership team discuss the merits of “publishing” a high-level description of their strategy, I couldn’t help but think about the importance of the environment in which organizations operate and how different organizations can react differently to similar environments because of the attitude they have.
Here was the leadership team of a large department of a federal government agency discussing the pros and cons of publishing their high-level strategy document. Those arguing against publication raised the concern that many other organizations “above” them in the hierarchy would take exception to the client publishing the strategy without their input. They felt that without providing enough detail – which was still being worked on for later release – it would create more questions than it would answer and would cause the other government organizations to start giving direction where they thought it was needed.
October 2012
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