Dynamic strategy implementation requires a different response to problems that arise in implementation. The traditional approach adopts a “heads-down” mentality, focusing solely on the question of “How can we get back on track?” and throwing additional resources at the problem until it is resolved. In contrast, the dynamic approach calls for greater attention to understanding “What should we learn from the fact that we are off track?” It allocates additional expertise to assess whether the problem is a detour requiring rapid course-correction, or instead is a leading indicator that a change of course is in fact required. This “heads-up” perspective enables leadership to adapt and improve the implementation plan in response to changing conditions and new information, and reduces the risk the organization will find itself at Point B when it should have changed course and aimed for Point C instead.
Authors: Amelia Dunlop, Robert Lurie, Vincent Firth
Source: Monitor Group