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REINVENTING STRATEGY Using Strategic Learning to Create and Sustain Breakthrough Performance phần 6

công ty chịu áp lực ngược dòng của các nhà cung cấp của nó, và hạ lưu khách hàng của mình, người bác sĩ và nha sĩ. Công ty đã tuyệt vọng không trở thành một con ếch luộc. Như mọi khi trong một phân tích tình hình, nhiệm vụ là để tạo ra những hiểu biết chiến thắng. | Identification of Systemwide Gaps 129 In the pages that follow we ll discuss all four. Clarity of Focus Chapter 6 stressed the need to define your company s strategic focus through a clear articulation of your winning proposition and key priorities. I now return to this theme to emphasize this crucial point Clarity of focus is not just a good idea it is the essential precondition for successful implementation. Remember that strategy creation and implementation are mutually interdependent. The one can only be as good as the other. In fact when I m called in to help companies with an implementation problem more than half the time I find that the real problem is a lack of focus. As mentioned before executives are naturally biased toward taking action and in the rush to get things done often ignore the importance of focus. This is one of the major sources of failure. Indeed I d go so far as to say that until you have a crystal-clear focus that is fully understood by your entire organization don t even bother to start the implementation process. Identification of Systemwide Gaps Once clarity of focus has been achieved the big challenge is to operationalize the focus so that it is rapidly translated into results. As a first step in doing this an effective practice is to look at each of your strategic priorities and ask yourself what performance gaps must be closed in order to accomplish each one. In other words you need to convert your strategic priorities into gap statements defining the difference between the current state of your business and the desired state for each priority. Your task then is to bridge the difference to close the gap. Don t forget your strategy is your plan to win and to win you must aim to be the best. Set the bar high. When creating a gap statement you should strive for worldwide best practices not simply to be the best in your local market or industry segment. Remember local competition is extinct today the competition for the best ideas is .