Studies maintain that 70% of corporate teams do not understand their CEOs when they talk about strategy. The explanation is clear and emerges from other studies: the vast majority of executives do not know how to formulate and communicate their strategy.
Each author has his own definition, each University teaches the topic in a different way. Recurrently the problem is the same, we get lost in the complexity and we lose the essential and powerful of the concepts.
I then propose to define the strategy in a concrete and actionable way as the activities we decide to do or not do to achieve a result.
It is above all about elections, trade-offs.
In any area of life and business, being the best at everything increases effort, costs, and is completely ineffective.
Although counterintuitive to our training oriented toward efficiency and "perfectionism," we must choose what we do. activities we are going to differentiate ourselves and above all, which we will not do, or to which we will dedicate the minimum effort.
What is the starting point to formulate a winning strategy? The desires and needs of the rest of the actors. In the end everything has to do with people and actors must be at the center as a source of information.
Understanding the people with whom we interact, knowing the actors and clients in depth, allows us to provide wonderful solutions from their point of view, that are simple in their generation and low cost, but that generate high value and consequently high margins for us.
A simple strategy, with well-defined focus and activities, Who knows how to say NO and is more flexible today than ever, is usually the beginning of great successes.
