By John R. Bell (auth.)
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Extra info for Do Less Better: The Power of Strategic Sacrifice in a Complex World
Example text
Most boards and C-suite executives want their companies to do things right. For all intents and purposes, this is the substantiation of a well-managed organization. Doing things right concerns itself with management; doing right things is about leadership. Said another way, doing things right is operational, while doing right things is strategic. Strategic leadership is the window to strategic change, the forerunner to strategic advantage. Companies have plenty of generic strategic choices at their disposal.
They wanted some help with marketing strategy. For me to do my job, I needed to ensure that we were all on the same page from 30,000 feet. This rocky road began with a strategy seminar to define the company’s key success factors. Early in the seminar, I posed those four basic strategic questions to the management group. ” to be a no-brainer. I was in for a shock. The divisional general manager told me they were in the peaceof-mind business. At first blush, his answer aroused my senses, but on reflection, it was ambiguous.
Others mistake tactics for strategy. Tactics are the Steel and Steal of Strategic Sacrifice l 39 short-term decisions and activities that win battles and help win wars. Sales departments know tactics better than most other functions because salespeople work with tactics all the time. Every day of the week, retail-merchandising managers contemplate this question: what products and brands will we promote in our bargain sale, and at what price? Retailers can’t answer that question without a firm understanding of daily, weekly, and monthly tactics.
