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Most strategic decisions are harmful or irrelevant

Iyas A · Aug 26, 2020 ·

Most strategic decisions made by leadership teams are at best irrelevant, and at worst harmful. And this is for one simple reason.

They don’t get implemented.

This is especially the case in SMEs looking to scale up. And it happens for a number of reasons.

Sometimes no record is made that could lead to action, and the decision gets forgotten.

Sometimes the decisions are overruled or redecided.

Other times too many decisions get made that start too many initiatives, and there is no consistent or agreed method of prioritisation so there are simply too many things going on at once for any of them to be seen through.

Most commonly, there are no agreed and effective ways to get decisions that aren’t about the day-to-day implemented.

So unless you can overcome these, you’re better off just continually optimising business-as-usual. Otherwise you’ll be pretending to make a bunch of strategic decisions that in reality just soak up time, energy, goodwill and trust while not turning into completed initiatives.

And, by the way, overcoming these hurdles is very doable if leadership teams are serious about it.


Will 2022 be another year of a strategy at best vaguely met? Of being a CEO unable to step back from the day-to-day to do the things your company needs to meet it's ambitions? Of having a purpose and values that don't directly connect to everything you do? We're looking for an intimate beta group of CEOs (10 to 40 employees) to join us on this upcoming webinar to talk through our Build on Purpose framework for making strategy, purpose and values happen.

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