Strategy is dynamic. Different business units — positioned at different locations on the S-Curve — will face different strategic challenges.
The implication is profound: a one-size fits all, top-down strategy process (traditional strategic planning) will not be the most productive approach to maximizing a return on assets.
In too many cases, corporations are driving toward numbers, instead of clear, multi-dimensional strategic outcomes. Top management has converted strategy into a stale budgeting exercise, instead of a more dynamic strategic alignment among business units. In other cases, strategy is treated as an event, not an on-going process.
Companies, organizations and communities instead need a more agile, flexible, and simple approach to these complex challenges. They need an “operating system” for strategy that is easily adopted and understood throughout the enterprise. That’s why we designed Strategic Doing.