by Jeffrey Phillips
You’d think with all the fawning press many companies and executives receive that defining a clear, concise corporate strategy would be a “no brainer”. After all, don’t we hire and pay executives exorbitant sums due to their vision and strategy? You’d think that with the hordes of “management consultants” available from a wide array of highly compensated consulting firms that well-conceived strategic plans would simply flow like water from these founts of knowledge. And let’s not forget the virtual library of books on corporate strategy, from the likes of Drucker, Porter, Hamel, Prahalad, and so forth. Clearly there is a wealth of information, advice and knowledge about corporate strategy. Or at least there is a good facsimile.
What kills innovation at the start, in the middle and at the end is the lack of a clearly defined, articulated and executed strategy. The reason is simple. If your firm can’t concisely define and communicate what it offers, and why it is different, than other firms, differentiation is almost impossible, and in some cases perhaps undesired. If it can’t define it’s position in the market, as a product innovator, or a service leader, or the operational excellence leader, then it isn’t a leader at all. Simply a follower who believes that “innovation” is quickly copying what other firms are doing. Trying to innovate in the absence of a clear strategy is like driving on a narrow, twisty road socked in with fog. Every turn is fraught with danger, and you move, if at all cautiously, continually testing the roadbed before committing. Seguir leyendo “No Strategy – No Innovation”