If our strategy is so good, why is our performance so bad?
Variations of this question appeared time and time again in the many years we’ve studied organizations going through business-model transformation as they expanded internationally. We began to look closely at the differences between under-performing and superior-performing organizations as they attempted to turn strategic intent into desired business results.
One of the fundamental characteristics of executives in superior-performing organizations was the recognition that the ability to successfully formulate and execute a coherent business strategy is intrinsically linked to formulating and executing a robust leadership strategy. This recognition raised decisions about leadership development to the strategic level.
Like interwoven strands of DNA, business strategy and leadership strategy are intimately linked. The business strategy sets the direction of the organizational journey and the leadership strategy acts as the human enabler to reach the organization’s full performance potential.
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