2025-05-01 3265词 晦涩
- Though nearly 50% of the survey respondents reported that their companies used standard templates for developing strategic plans, very few firms followed a consistent approach to making critical decisions. In most cases the process was left to the discretion of the executive in charge or varied with the type of decision.
- One quarter of the strategic decisions made by companies proved to be suboptimal in hindsight, according to the executives. Leadership frequently chose a course of action that was either incorrect or inferior to other options. Many of those decisions were costly or impossible to reverse, forcing companies to live with the consequences for years.
- Decision-making at the respondents’ companies was also too slow more than 45% of the time. As a result, even when the right choice was eventually made, performance often suffered because market and competitive conditions had shifted during the delay.
- On average, the respondents’ companies achieved less than 70% of the results their strategies aimed for. That shortfall was often blamed on poor execution, with the assumption that the strategy itself was sound. However, in many cases the strategic decisions themselves were unclear, leading to uncoordinated—or even conflicting—actions that produced mediocre outcomes. In other cases leaders believed they had made a decision when they really had only articulated a desired outcome without defining the actions needed to achieve it. Performance fell short because there was nothing concrete for the organization to execute.
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