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Lots of aspects of managing an organization through a strategic inflection point petrify the participants, senior management included.
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116 |
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It takes many years of consistent conduct to eliminate fear of punishment as an inhibitor of strategic discussion.
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119 |
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Getting through a strategic inflection point involves confusion, uncertainty and disorder, both on a personal level if you are in management and on a strategic level for the enterprise as a whole.
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123 |
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When people in the company start asking questions like “But how can we say ‘X’ when we do ‘Y’?” more than anything else this is a tip-off that a strategic inflection point may very well be in the making.
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129 |
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During a strategic inflection point, management continually has to refine its conception of the strategic map of the industry… But mental maps are awfully forgiving of ambiguity. You must force yourself to commit your thoughts to paper.
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135 |
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Getting through a strategic inflection point represents a fundamental transformation of your company from what you were to what you will be.
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143 |
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A strategic transformation requires discipline and redeployment of all resources; without them, it turns out to be nothing more than an empty cliché.
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146 |
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Strategic plans are statements of what we intend to do. Strategic actions are steps we have already taken or are taking which suggest our longer-term intent.
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146 |
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A question that often comes up at times of strategic transformation is, should you pursue a highly focused approach, betting everything on one strategic goal, or should you hedge?
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151 |
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…it is very hard to lead an organization out of the valley of death without a clear and simple strategic direction.
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151 |
