As a CEO or business leader, one of the main responsibilities of your job description is “being in charge of the strategy”.
The hard truth is more than often, most CEOs spend the vast majority of their time on execution, not so much in crafting the strategy.
Strategy aims to paint a picture of the future and then figuring out what to do to get there.
The great news is that the increasing speed of changes is probably a key ally for any CEO willing to (re)design its strategy : it is easier to project the company into an unknown future.
The trajectories and success associated to the journey ahead are built on the collective convictions (and inspirations) of the ones who will implement them and are fully aware of the in-house cultural constraints.
Because certainties are more dangerous than imprecisions, the strategy effectiveness requires awareness and openness to the signals coming from the “field” (clients, partners and staff alike), in a dynamic pilot mode.
Therefore, the commitment and accountability as well as communication within the whole organisation are essential alongside the embedded desire to nurture new ideas in an agile way and simplify resource allocation.
Within less than 3 days, the sparring partner works with the CEO and her/his team to define the vision, the trajectories and the way to implement it, with the constant objective to stay ahead of the game.