CHAPTER 27

When You Think the Strategy Is Wrong

by Amy Gallo

Chances are that at some point in your career you’ve been asked to implement a strategy that was developed by someone else. A manager’s job is to execute that strategy, and to be sure that their team, unit, or department is aligned as well. But what if you believe the strategy you’ve been asked to implement is flawed? Perhaps you think the strategy won’t achieve the intended result—or worse, that it will put the company at risk.

Regardless of the depth of your concern, you have an obligation to speak up. But immediately pressing the strategy panic button isn’t always useful, and may brand you as an alarmist. It’s important to find ways to express your concerns productively. By acting ...

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