Co-Creating Distinctive Strategies

Marc Stigter and Cary L. Cooper
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Marc Stigter: Critical Management Group
Cary L. Cooper: Lancaster University

Chapter 4 in Solving the Strategy Delusion, 2015, pp 58-74 from Palgrave Macmillan

Abstract: Abstract The first problem arises from confusing strategic planning with strategy development. How many more times do we hear ‘we need to create a strategic plan’ as opposed to ‘we need to create a strategy’? This is because most people see strategy as an exercise in producing a planning document. In this conception, strategy is manifested as a long to-do-list with actions, timings and accountabilities. Indeed strategic planning is about prioritizing developed strategic objectives and linking them to quantifiable actions, measurements, timings and accountabilities. A common mistake many of us make is to try and actually develop strategies during a periodic strategic planning session. But the key ingredients for developing distinct strategies are insights. Such insights rarely emerge from strategic planning sessions as high-lighted in a Harvard Business Review article.1 Yet almost 70 per cent of executives conduct strategic planning only at prescribed times; no wonder that only 11 per cent of executives feel that strategic planning is worth the effort.2

Keywords: Board Member; External Stakeholder; Organizational Strategy; Strategic Change; Distinctive Strategy (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-39469-9_4

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DOI: 10.1057/9781137394699_4

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