As the saying goes, if you don’t know where you are going, any path will get you there.
Actually, many personal and business empires have done very nicely on that model. We know an annoying number of people who say that they never intended their runaway success to work out how it did, and even people who fought against their winning model for years. And anyone who tells you that elected governments can rely on planning beyond their electoral cycle is a fantasist, in our view.
So if you can get there without a plan, why bother?
Well, we’re certainly not pretending that no strategy is the best strategy. But there are two factors that suggest that developing an inclusive, overarching corporate strategy is a particularly good plan.
- Two heads are better than one. The more, the merrier, even. And while there is a diminishing return, there is no doubt that seeking input from your own brains trust is the most certain way to arrive at sound strategy.
- The strategy eventually has to turn into action, and if the implementers are also the strategists, then everything is likely to align.
We even have a measure of success for a strategy. It is not, as you might think, based on the outcome (“350% profit increase!”) but on the capacity of leaders in the organisation to make compatible decisions. If you isolate two decision makers and give them the same situation, will they make decisions that align? Not necessarily, we’d note, the same decision, but decisions that align with each other and with the strategy. This is vital because decision makers in organisations should not need to consult each other in making foreseeable decisions.
This is the true measure of success and what we aim for in our corporate strategy work.
Helpfully, by focusing on this goal, the content and structure of the plan falls easily into place so we can provide the framework for your team to put your plan together.