Strategy Portfolio – Part 3: Strategic Acting Traditionally, in strategic planning, when the plan begins, the different parts of the strategy move forward along a fixed schedule. Everyone involved performs their predetermined assignments and works toward the milestones that were developed in the context of the plan. The leader makes sure that the plan stays on track and that everyone completes his/her duties with respect to the project. This is all done regardless of internal or external disruptions. Hughes, Beatty & Dinwoodie (2014) use a different approach. They state that strategic acting is “committing resources to build sustainable competitive advantage” (p. 106). Strategic acting is making decisions to move forward while, at the
…show more content…
Hughes et al. (2014) also advocate clarity of focus. They feel that strategic leaders must be committed to the strategic purposes and goals. Leaders must know what to do and what not to do. There are also times when a leader must stop the progress if it is leading the strategy down the wrong path. To assist in determining what is working and should be continued and what is not working and needs to cease, Hughes et al. (2014) advise developing a small set of metrics to gauge and assess performance and future …show more content…
(2014) discuss taking action despite the volatility, uncertainty, complexity, and ambiguity in the environment. They refer to this as the VUCA environment. Leaders engaging in strategic actions must act decisively in the face of this VUCA environment. They must move forward with the information presented, even though they may wish for more. This competency can easily be associated with the uncertainty mindset. In the Colin Powell example, knowing that the decision had to be made with only 40 percent of the information is the mindset. Actually making the decision with that amount of information is the competency. I believe this is the most difficult competency to implement. Many leaders are afraid of risk, and any chance of failing can be frightening to some. However, as explained in the next paragraph, not making a timely decision can cause the strategy to lose momentum and lower the chance of staying ahead of the
Hughes et al. (2014) also advocate clarity of focus. They feel that strategic leaders must be committed to the strategic purposes and goals. Leaders must know what to do and what not to do. There are also times when a leader must stop the progress if it is leading the strategy down the wrong path. To assist in determining what is working and should be continued and what is not working and needs to cease, Hughes et al. (2014) advise developing a small set of metrics to gauge and assess performance and future …show more content…
(2014) discuss taking action despite the volatility, uncertainty, complexity, and ambiguity in the environment. They refer to this as the VUCA environment. Leaders engaging in strategic actions must act decisively in the face of this VUCA environment. They must move forward with the information presented, even though they may wish for more. This competency can easily be associated with the uncertainty mindset. In the Colin Powell example, knowing that the decision had to be made with only 40 percent of the information is the mindset. Actually making the decision with that amount of information is the competency. I believe this is the most difficult competency to implement. Many leaders are afraid of risk, and any chance of failing can be frightening to some. However, as explained in the next paragraph, not making a timely decision can cause the strategy to lose momentum and lower the chance of staying ahead of the