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By regularly revisiting these seven questions, you will then have additional, crucial information to detect the early warning signs of “good” strategy that has taken a turn for the worse. If, for example, two or more of your answers to the first six questions change significantly, it is often an early indicator that fundamental shifts in strategy are appropriate. In the face of constant quarter-to-quarter pressures, it is tempting to abandon a direction prematurely. How many times have you come across companies that have a new process, system, technology, or business plan seemingly monthly?
22 ৶ TrendSMART High-Tech “Comedy” Of course, for every triumphant story of legendary visionaries and prescient laws there are stories that illustrate rampant “underwhelming” myopia. Scott Adams’s Dilbert comic strip has certainly tapped into a nearly infinite wellspring of examples. Recently, a friend faxed me the winning entries from a business magazine’s Dilbert “copycat” contest. Please note: the quotes in Exhibit 2-1 are real; they are not made up. Exhibit 2-1. Dilbert Meets Corporate Myopia • “As of tomorrow, employees will only be able to access the building using individual security cards.
For example: • Strategy is at best relegated to an annual activity for only the most senior executives. • Wall Street and/or shareholder pressures drive quarterly results to the diminution of long-term, larger gains. • Meeting sales quotas for acquiring new customers leaves the best customers stranded. The list goes on. TrendSmart leaders keep the important at the forefront, look for the bigger picture, and constantly prioritize, such that the urgent gets its due only when the important has been accounted for.