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Just a Simple Strategy

Dispense with collecting pretty binders (and dust) on a shelf

Kevin Meyer
Mon, 03/17/2014 - 09:06
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I remember two decades ago when I was in my first real executive role, and I was asked to come up with a strategy for my business unit. I was in control and I could develop and set a direction! I could finally use some of what I had learned in those traditional business school courses and seminars.

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Analysis methods SWOT, PEST, Porter five forces, and the like were created and used. Assessments performed, gaps identified, and, finally, strategies created. A plan for technologies, markets, people, and quality was developed, with detailed action plans for each. It took up a binder, a very nice-looking binder that was duplicated and presented to my management team. We all dutifully looked in awe at what we had created—and proceeded to put it on a shelf. I bet some are still on those same shelves, even if the date reads 1995. And then we went back into the business of firefighting the day-to-day issues.

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Comments

Submitted by umberto mario tunesi on Fri, 03/21/2014 - 09:13

(C)Lean processing

Yes Mr. Meyer, you're very right. I wouldn't myself care for 3 or 4 strategies, 1 or 2 would be more than enough for my limited brain capacity. And I think this applies to the majority of us, too. Maybe that SIMPLE would have a meaning for some if it were an acronym, who knows? These days it seems simplicity belongs to other worlds than Earth.

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Submitted by Dan Nelson on Fri, 03/28/2014 - 09:49

Well said, Kevin

The guys on Quality Digest Live picked up on this, too: "And that was the problem: The desire for detail, specificity, depth, and breadth that created abundance and complexity." You should receive some kind of award for that sentence. It explains a lot.
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