Strategies flop for lots of reasons. Rarely, it is about poor reads of macroeconomics and missed pivots and similar. Most strategies run off-course from the outset, with politics and emotions and loyalties getting in the way. These are strategy killers, creating manipulations and dangerous interpretations of the facts. We will stay disciplined, and get professionally to the finish line.

Organizations also often believe they struggle with getting the facts – market sizes, shares, and the like. My experience is different, it is telling the truth which is actually the hard part. An unwillingness to address, factually and objectively, poor decision making/ weak performance/ inadequate or incorrect analyses/ internal gripes and turf wars. Embracing the truth is critical or we will get nowhere. We will tell the truth and get to the heart of the matter.

And then we come to resource questions. Most of the questions, in the end, we face are resource-related: should we increase the budget or decrease the budget? When and how should we launch the product – actually, should we launch it at all? How should we cut costs to protect margins? The shoulds…difficult decisions. The answers are often not straightforward, and require perspective and constructs. Context before strategy, strategy before structure, structure before resources…a good guide for frames which we will build together to help make better decisions.