There are so many myths and methods surrounding the topic of "strategy" that it is a real challenge for any CEO or division head to keep track of the essentials.
If I ask three CEOs what they want to achieve with a strategy - in other words, why they need one - I get at least four different answers. In other words, it's often not clear what makes a good strategy in the first place.
The result: countless folders and file servers full of presentations and documents that all contain some kind of detail, but often do not add up to a consistent whole.
If you then try to roll out such a "strategy", it usually gets stuck at the first contact with the team - i.e. those who have to drive the implementation for the most part.
If you want to create a strong strategy that really makes a difference in implementation, contact me with the keyword "strategy" and we'll look at it together.
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