Summary. Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.”
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Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.”
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Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.”
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Regional Business Development Director @ Visa | Driving Money Movement Across Asia Pacific & Cross-Border | Leading Strategic Partnerships & Business Development | Public Speaker
Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.”
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Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.” https://lnkd.in/gaaMZK73
Keep Strategy Simple
hbr.org
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Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.” Read more:
Keep Strategy Simple
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Senior Healthcare Program Manager | Agile Transformation Partner | Certified Artificial Intelligence (AI) Thought Contributor | Insightful Career Coach
Few companies have a clear idea of where #strategy making ends and #execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.”
Keep Strategy Simple
hbr.org
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Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts. Read on...
Keep Strategy Simple
hbr.org
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MBA | Client Success and Engagement Partner | Novice Writer (Believes in continuous learning and experience-based contribution)
Very simply and well explained - - Don’t develop strategic plans for functions - Confine “strategy” to the business level - Separate strategy and actions - Mind the language #strategy #strategicthinking
Keep Strategy Simple
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Unlock Success: Mastering the Art of Strategic Planning Have you ever wondered when to craft a strategic plan and when to hold back? Graham Kenny spills the tea on common strategic planning blunders businesses make! Key takeaway: Nail your business-level strategy, and draw a clear line between strategy and action with care. Don't miss out on these dos and don'ts for a game-changing strategy development! https://lnkd.in/gzfNn3Gz #StrategicPlanning #BusinessStrategy #SuccessTips #ThatLeadWellGuy
Keep Strategy Simple
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Keep Strategy Simple “Few companies have a clear idea of where strategy making ends and execution begins. As a result they develop strategic plans where they’re not required and fail to develop strategic plans where they are. To help prevent this happening to you Graham Kenny offers a few dos and don’ts: (1) Don’t develop strategic plans for functions; (2) Confine “strategy” to the business level; (3) Keep strategy and action separate; and (4) Be careful how you use the terms “strategy” and “strategic.”” #strategy
Keep Strategy Simple
hbr.org
