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buy-in, commitment can be challenging for sever-
al reasons. If the people expected to execute the
strategy aren’t aware of it, or don’t understand it,
then commitment will be non-existent. According to
a study out of Harvard Business School, a shocking
95 percent of employees in large organizations are
either unaware of or don’t understand their com-
pany strategies. This
nding may be rejected out
of hand by some senior leaders, but it’s crucial to
nd out just how high that percentage is for your
group. Another reason buy-in is lacking is because
many people don’t understand the reasons behind
the strategy and how it will help them achieve their
goals. A study of 23,000 workers found that only 20
percent said they understood how their tasks relate
to the organization’s goals and
strategies. If leaders fail to share
why the strategies are in place,
and don’t translate them to peo-
ple’s respective work, the level of
commitment will be minimal.
3
| Lack of priorities (60
percent). A great cause of
frustration among managers
is the overall lack of priorities
at the leadership level. When
everything is deemed important,
it creates an overowing-plate
syndrome. If clear priorities are
not established up front, then it
becomes dicult for people to
determine what they should be
working on and why. This lack of priorities prevents
people from taking things o of their plate, resulting
in the frustration of feeling spread too thin by too
many initiatives. A lack of priorities is a red ag that
the dicult work of making trade-os—choosing
some things and not others—was not accomplished
in setting the strategy. Good strategy requires
trade-os, which in turn help establish priorities by
ltering out activities that don’t contribute to the
achievement of goals.
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| Status quo (56 percent). Numerous studies in
the social sciences have shown that people prefer
the status quo to change. When people change
strategy, inevitably they are changing the alloca-
tion of resources, including how people invest their
time, talent, and budgets. Since strategy involves
trade-os, certain people will be gaining resources
and others losing resources. Obviously, those slated
to lose resources are going to prefer to keep things
they way they are. Another factor in the preference
of the status quo is the “if it ain’t broke, don’t x it,”
mentality. For groups that have experienced success
in the past, the idea of making changes to the strate-
gy flies in the face of common sense, so their ques-
tion is, “Why change what made us successful?”
What they may not realize is that changes in market
trends, customer value drivers, and the competitive
landscape may be making the current strategy obso-
lete. In leading a revival at Starbucks during his sec-
ond stint as CEO, Howard Schultz said, “We cannot
be content with the status quo. Any business today
that embraces the status quo as an
operating principle is going to be
on a death march.”
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| Not understanding what
strategy is (48 percent). Even at
the highest levels of organizations,
confusion abounds as to what
exactly is a strategy. Perhaps due to
its abstract nature, strategy tends
to mean dierent things to dier-
ent people. It’s often confused with
mission, vision, goals, objectives,
and even tactics. Failure to provide
managers with a universal deni-
tion of strategy, and clear examples
to refer to leaves the term open to
interpretation, creating ineective
plans and inecient communication. To determine
the level of understanding in your group, provide
each manager with a 3” × 5” notecard at your next
meeting and ask each person to record their deni-
tion of strategy along with an example. Collect the
cards, read them aloud to the group, and tally the
number that dened strategy in the same way. UCLA
professor Richard Rumelt describes the problem this
way: “Too many organizational leaders say they have
a strategy when they do not. . . . A long list of things
to do, often mislabeled as strategies or objectives, is
not a strategy. It is just a list of things to do.”
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| Lack of training/tools for thinking
strategically (48 percent). Many managers aren’t
considered strategic simply because they’ve never
been educated on what it means to think and act
To more effectively
develop and
execute strategy,
it stands to reason
that we need to
better understand
it. In order to better
understand it, we
need to be skilled
at thinking about it.