A lot of executives think strategy competes with execution for time. In reality, strategy is what prevents execution from fragmenting into a hundred conflicting priorities.
The hidden cost of poor strategy isn't bad planning. It's internal friction. Smart people pulled and pulling in different directions, solving problems they accidentally created for each another. That's why alignment often looks like a productivity tool disguised as a strategic one.
Many teams do not have an execution problem. They have an alignment problem that keeps disguising itself as urgency.
The point that stood out to me is that strategy is not a three-year plan. It is a daily decision filter. Without that filter, smart executives create conflicting priorities, then spend their energy fighting the fires those conflicts produce.
One additional thought: strategy should reduce meetings, not create more. If the strategy is clear, people should need fewer debates to make better decisions.
Maybe it’s how the system is designed that allows for the problem to be created in first place and then they complain (which is a coping mechanism) because they are powerless to change it.
A lot of executives think strategy competes with execution for time. In reality, strategy is what prevents execution from fragmenting into a hundred conflicting priorities.
The hidden cost of poor strategy isn't bad planning. It's internal friction. Smart people pulled and pulling in different directions, solving problems they accidentally created for each another. That's why alignment often looks like a productivity tool disguised as a strategic one.
Svyatoslav, this is painfully accurate.
Many teams do not have an execution problem. They have an alignment problem that keeps disguising itself as urgency.
The point that stood out to me is that strategy is not a three-year plan. It is a daily decision filter. Without that filter, smart executives create conflicting priorities, then spend their energy fighting the fires those conflicts produce.
One additional thought: strategy should reduce meetings, not create more. If the strategy is clear, people should need fewer debates to make better decisions.
Maybe it’s how the system is designed that allows for the problem to be created in first place and then they complain (which is a coping mechanism) because they are powerless to change it.