The strategy paradox.1 min read

Let’s say you have a strategic plan (and so do your competitors) for 5 years into the future: What is it worth?

With an average CEO lifetime span of 2-3 years (according to this article), employee turnovers easily reaching 5-15% in some sectors, trendwatchers issuing new trend briefings more than there are changes in the weather (even in Belgium) and customers that seem to switch products and brands daily, what is the use of having a slide deck that describes your sales figure on the third Wednesday of August 2015?

Real value for a company lies in being adapted to react swiftly to change, in daring to question it’s ‘strategy’ on a daily basis (note: questioning does not always means changing). There has been written and said a lot about ‘culture of change’, but how many organisations are actually ready?

Having a strategy makes it harder to change your behavior, because you tend to have to work harder to find evidence if you want to change it. Most people don’t want to do the extra effort (or confront their bosses with it).

We are humans: we like change if we choose it ourself. So let’s start choosing to change (yes: it can be fun!).

Laat van je horen.