A significant portion of my strategic facilitation work is with internal functions, a click or two below corporate and business-unit strategy, which includes marketing, human resources, purchasing, and even internal strategy groups.
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There’s good news and bad news in this. The good news is that those engaged in internal functions have recognized the need to be strategic, even if it’s because higher-level strategies demand supporting strategies. The bad news is the number of those who think strategy doesn’t apply to them.
When I ask internal functions people to show me what guides their department’s work, I’m more often than not handed a plan, which is a budget in disguise. It’s rarely explicit in laying out a winning aspiration of clear where-to-play and how-to-win choices.
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