Touching down on the skyscraper-surrounded runways of Sao Paulo, Brazil, you get an instant appreciation for having the right velocity on approach. Add in a little bad weather and some turbulence, and there is no margin for error.
The same can be said for the corporate flight path known as strategy.
It’s not enough to know the general direction of where you want to go.
Setting the right pace to match the culture of the organization makes all the difference between a successful landing and a near miss—or worse yet, a crash. Execution means knowing both the speed and the length of runway that you need.
Strategy tends to be overused in the corporate lexicon.
After all, strategy is a given for any organization. The real issue isn’t just about having a plan to get from here to there; anyone can do that. World-class leaders, including the many CEOs, board members, and even heads of state with whom I have the privilege of interacting, recognize that strategy isn’t linear. Rather, it is dynamic, and far less about planning in the calm than decision making and course correcting in the midst of a storm.Page 1 of 5 | Next Page