战略就是革命.pptVIP

STRATEGY AS REVOLUTION Three kinds of companies 01 02 03 Rule makers Rule takers Rule breakers The essential problem in organizations today is a failure to distinguish planning from strategizing. Planning is about programming,not discovering. planning is for technocrats, not dreamers. 1.Strategic planning isn’t strategic. If there is to be any hope of industry revolution, the creators of strategy must cast off industrial conventions. For instance, Anita Roddick,the founder of the body shop. 2.Strategy making must be subversive. 3.The bottleneck is at the top of the bottle In most companies, strategic orthodoxy has some very powerful defenders: senior managers. 4.Revolutionaries exist in every company. It is often said that you cannot find a pro-change constituency in a successful company. I disagree. it is more accurate to say that in a successful company you are unlikely to find a pro-change constituency among the top dozen or so officers. All too often, when senior managers talk about change, they are taking about fear-inducing change, which they plan to impose on unprepared and unsuspecting employees. all too often, change is simply a code word for some thing nasty: a wrenching restructuring or reorganization. this sort of change is not about opening up new opportunities but about paying for the past mistakes of corporate leaders. 5.Change is not the problem, engagement is. 6.Strategy making must be democratic. The first constituency is young people-or, more accurately, people with a youthful perspective. The people at an organization’s geographic periphery are the second constituency that deserves a larger say in strategy making. The third constituency that deserves a disproportionate say is newcomers, people who have not yew been co-opted by an industry’s dogma. 7.Anyone can be a strategy activist. Listen to Thomas Paine: let them call me rebel and welcome, I feel no concern from it; but I should suffer the misery of devils, were I to make a whore of my soi