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Many companies begin formulating their strategy without addressing the hallway conversations. Others go through the motions without addressing critical context issues. In both cases, they dramatically curtail their ability to have truthful, vigorous, and unconstrained dialogue on the changes they need to make in the organization and significantly reduce their ability to build strategic commitment. Mission statements, vision statements, strategic intent, purpose, credo, BHAGs (so-called big, hairy, audacious goals), and all the labels for defining strategy, direction, and organizational goals seem endless; and yet the poor track record of change initiatives says something is missing.
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