upon and realistic
Problem: The CEO felt that 'true alignment' was not being achieved on the company strategy across all members of the senior executive team. His perception was that agreement was more verbal versus head and heart felt from a personal buy-in standpoint by his team members. This was in spite of many years of collectively crafting the strategy as well as holding annual critique reviews to integrate improvements.
Solution: Extensive interviews were held with each member of the executive team to explore the content of the existing strategy; their knowledge of the marketplace (industry and competitors); the capabilities of the company and the interpersonal interactions between the team members.
Our strategy process framework was then utilized to compare the information from the interviews with facts from scans of the industry, the customer base, and the competition. This in-depth comparative review brought forth gaps in both strategy approach and thinking that needed to be addressed. In addition, the dynamics between the team members were reviewed for improvement opportunities.
The next step was a strategy summit meeting with the senior executive team to examine the gaps and facilitate through the differences. Deep and meaningful discussions targeted at the capabilities and goals of the company matched against the realities of the marketplace produced consensus on the strategy content and focus going forward.
Results: The senior executive team produced a wholly agreed upon and realistic strategy that each member could passionately commit to executing.
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