Chiến lược và lãnh đạo thường xuyên được thảo luận như thể chúng là hai đối tượng riêng biệt. Trong thực tế, điều này làm cho không có ý nghĩa. Chiến lược và lãnh đạo các bộ phận phụ thuộc lẫn nhau của một toàn thể. Nếu bạn không có một chiến lược, bạn có thể không dẫn, và một chiến lược mà không có lãnh đạo sẽ giúp bạn có hư không. | 12 Creating an Environment for Success Having examined what Strategic Learning can do as a tool for leadership development let s return to our broader theme the role of Strategic Learning in helping your organization continually adapt to the changing business environment. As you ll recall the previous chapters of this book developed the following line of logic. First the way companies create their future is through the strategies they pursue. These strategies may be implicit or explicit they may be developed in a thoughtful systematic way or allowed to emerge haphazardly. But in one way or another the strategy a company follows determines how effectively it uses its scarce resources and hence the degree of success it is likely to achieve. Recognizing this truth many companies have an explicit process for developing strategy. But due to the radical increase in speed complexity and uncertainty traditional ways of doing strategy no longer work. They are mostly based on a static planning model which focuses on one-time A-to-B change. They tend to produce incrementalism an extension of the past rather than an in 249 250 CREATING AN ENVIRONMENT FOR SUCCESS vention of the future. As a result these processes usually produce operating plans and budgets rather than insights and strategic breakthroughs. We need to reinvent the way we think about strategy. To be valuable in today s turbulent environment the goal of strategy must be to provide a process for generating ongoing renewal. In short our strategy process must help us create and lead adaptive organizations with the built-in ability to continuously scan and interpret the changing environment generate superior insights and act on them to produce winning strategies. This logic in turn carries several crucial implications. If the creation and implementation of breakthrough strategies is to be more than an ad hoc or one-time-only exercise we need practical tools to make it into an ongoing process deeply imbedded in the .
