Modifying Strategy


Suppose you discover serious flaws in the strategy you have inherited. Can you radically change the strategy or the way it is implemented? That depends on two factors: the ST A RS situation you are entering, and your ability to persuade others and build support for your ideas.

Proposing significant changes to strategy is most difficult in realignments. You have to convince people who believe that their unit or team is already performing well using existing approaches. If you believe that the strategy has put the group on the wrong path , your main job will be to raise questions to persuade your boss and others to reexamine the strategy. You can ask questions such as the following:

  • If we were to achieve this plan, what might some of the unintended results be?

  • I see this plan as aimed at serving a broader market. Is that what we want?

  • This plan is aggressive . What other goals will we need to put on hold to achieve it?

If you conclude that the existing strategy will move the group forward, but neither fast enough nor far enough, the wisest course may be to tweak it early on and plan for bigger changes later. For example, you might raise the targeted revenue goals modestly, or recommend investing in a needed technology sooner than the strategy calls for. More fundamental changes should wait until you ve learned more and built support among key constituencies.




The First 90 Days. Critical Success Strategies for New Leaders at All Levels
The First 90 Days: Critical Success Strategies for New Leaders at All Levels
ISBN: 1591391105
EAN: 2147483647
Year: 2003
Pages: 105

flylib.com © 2008-2017.
If you may any questions please contact us: flylib@qtcs.net