Want a world-beating strategy? Stop sweating the small stuff

01/18/2011 | Harvard Business Review online

Too often, deciding corporate strategy devolves into budgetary planning and other necessary but tedious management duties. Tony Golsby-Smith suggests setting up separate processes for strategic and operational planning, then giving yourself permission to engage in unfettered blue-sky thinking during your strategy sessions. "By holding such conversations and separating out operations from strategy, you may find your company inventing a great new future for itself," he writes.

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