From The Edge Malaysia
18th March 2014
IN the 20 or so years that I have worked as a consultant I have seen employers craft robust strategies only to see them fail because they did not anticipate the most obvious pitfalls. In my book Making Your Strategy Work: How to Go From Paper to People I have tried to explain what these are and how to avoid them. Here is my top ten derived from over 100 interviews with CEOs globally.
Emotional business
The first stumbling block is about the team around you. Having a strategy is useless if your team does not understand it, agree with it or is incapable of implementing it. The rubber always hits the road when we talk about people. Having the right people in the right place is therefore critical. A mediocre team can run the best strategy aground or deliver sub-optimal results at best. Companies should first hire the best people possible and then motivate them to implement the strategy.
The somewhat related second strategic failure is overconfidence. While you need to be confident about your strategy a little bit of paranoia is healthy. Companies can overestimate the value of their business model, customer base and ways of doing things. Video rental chain Blockbuster is an example of a business that failed to move with the times and saw its business model collapse. The message here is simple - be ruthlessly honest and receptive to new ideas / models or you may wake up one day and find your business gone.
Pay attention to the environment
Third: failure to move with speed and pace. Companies often lull themselves into a false sense of security and can be slow to react. There is little upside in procrastinating once you recognise the reality of a situation. And when the news is bad, acting sooner is better than later. Bad news seldom improves with age.
Fourth: succumbing to the short-term. Companies are under pressure to show returns and impress shareholders. Marks & Spencer (M&S) fell prey to this in the late 1990s when it announced its target of becoming the first U.K. retailer to generate annual profits of £1bn. The announcement had the desired effect on the share price but eroded the company’s long-term hold on the market. Rivals snatched market share and by 1999 a profit warning was on the wall. It was not until 2008 that M&S was once again able to deliver a profit of £1bn. It is essential, therefore, to stay on track and prioritise long-term investment over short-term gains.