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Most executives recognize that significant change takes place through action. And the familiar way to achieve this is through strategic initiatives: launching a product, changing a practice, or staking out a market position. Unfortunately, that often seems to mean "The more action, the better," especially when each potential initiative, product launch, or improvement campaign has its own advocates within the company. This is the path to exhaustion. All too often, the strategic initiatives lack a clear connection to the organization's purpose; therefore, their relevance is uncertain and they generate little excitement. People comply in the sense of "Checking off a box," but the desired result is never realized.
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