Strategic Thinking; Strategic Management

In markets experiencing rapid change or significant disruption, nothing changes more than strategy. But the “five-year strategic plan” of my early career has been replaced by a strategic vision, three to five high-level strategic objectives, and a two-year operational plan tied to the budget cycle, with a disciplined quarterly “recalibration.” That plan recalibration is based on metrics-based tracking of the trends in organizational competitive advantage and sustainability.

How do you make strategy development and execution more effective? As someone who facilitates lots of planning initiatives, I have some strong opinions on this topic. My number one . . .