![]() Another 28 percent said their organization did not believe there is a pressing need for significant strategic change. At least 30 percent said their employees did not find it worth “putting up with much hassle” to help implement a new strategy. Many leaders in the survey also said that their employees did not have the buy-in necessary to invest in the changes that a new strategy demanded. Another 28 percent blamed parts of the organization for a lack of understanding of what new strategies would demand. That was closely followed by recognition that many corporate cultures had not developed the agility and flexibility to transform: 29 percent said the culture could not absorb all the changes coming from strategy implementation. Thirty-three percent blamed a failure at the top: Corporate leaders did not understand the challenges facing employees and the impact of new strategic shifts. 10 Guiding Principles for Closing the Gap Between Strategy Design and DeliveryĬompanies in the survey cited several different cultural barriers that have impacted their strategic implementations. ![]() Close the Gap Between Designing and Delivering a Strategy That Works.Harness the Power of Feedback Loops for Better Strategy Design and Delivery.What Good Leaders Do to Design Strategies That Employees Can Actually Implement.Guiding Principles for Closing the Gap Between Strategy Design and Delivery.
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