Thinking in the Future Tense
It is time to question why Canada does not have more strategically oriented leaders of the type personified by Bonnie Brooks and Christine Day. One reason is, perhaps, the confusion that exists in many quarters about the definition of what strategy is, what it involves and how you go about developing it.
It is simply not possible to devise a great strategy when the predisposition of the senior leadership team is to slow the thinking process down, scale back the sense of adventure and laboriously force the organization to grind through reams of empirical data to find ways to support “smart” risk taking. More often than not, this results in the endless wringing of hands and the never-ending search for the perfect ...