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Stalled
Growth
Prevent
Gridlock
By: Pamela Harper
In today’s
fast-moving and highly-charged economy, business leaders in
virtually every industry are under increasing pressure to
advance their business strategies in shorter and shorter
timeframes.
While the quest for speed of execution has the potential
to provide quicker results and increased profits, it also makes
companies of all sizes susceptible to what I call Strategic
Gridlock, the mysterious paralysis that occurs when persistent
organizational problems snarl business performance.
Despite their best intentions, even the savviest business
leaders often find that the risk of driving their company into
strategic gridlock is greater than ever before. Massive advances
in technology, communication, globalization, business climate,
and social change all add up to a dizzying mix of conditions
that can make it difficult for executives to know whether
they’re moving backward, forward, or sideways. Additionally,
such rapidly changing circumstances and increasing complexity of
what defines and impacts organizations can have unexpected
consequences during a strategy’s execution.
In their drive to move from problems to solutions and
from opportunities to return on investment, business leaders
worldwide make assumptions about the source of problems, about
the suitability of an opportunity, and about how well their
organization should be able to implement the resulting
strategies and initiatives. Unfortunately, assumptions about the
organization’s current reality are not always reliable, and
it’s often hard to know just what truth is anymore -
especially in uncertain times such as these.
While
ignoring such factors or making assumptions about them won’t
cripple your organization immediately, the issues usually grow
incrementally, making the gridlock difficult to detect until
actual performance grinds to a halt. The creep toward strategic
gridlock is also hard to catch because ...
...Continued
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