Developing strategy is tough stuff. Because it is so difficult to do, many strategy documents turn out to be a “check the box – we got one” set of slogans that don’t really inform decisions and are difficult to implement. Consequently, the pithy strategy statement is not translated into real work, which is essential to improve the performance of the business. So how do we solve this dilemma?
The author of this article makes the case that growth is as important to the bottom line as margin and that the two aren’t mutually exclusive. He also offers metrics and a framework for analysis.
The authors of this article explore the balance between complexity and clarity in a company’s strategy. They argue that in a complex environment, a company should strive for clarity in their business strategy.