When does this happen? Barring exceptional circumstances, it usually happens at times when they have a bit more time to think. In running companies this happens during off-peak periods of business activity, and in startups during the early stages of launch.
It is at these moments that we become truly aware of the needs we have, identify the problem and try to define a plan to solve it. It is the time to analyze, define strategies, plan, etc. but we recurrently see how the short term becomes present and strategic approaches begin to take a backseat.
This is a situation I encounter uk telegram number quite frequently and it usually ends with strategic plans being postponed.
Companies choose the short-term benefit of tactics over the long-term benefits of a correct strategy
I'm not saying they prefer it, I understand that the vast majority are clear that the correct strategy will bring them greater benefits, but simply the day-to-day and other more urgent needs prevail.
How do we solve this dilemma? In the end it comes down to mindset and prioritization.
The most common and completely understandable arguments are lack of time (staff, budget, etc.), urgency, change of priorities due to the short term,… but why spend your resources on something that will give you 3, when you could work to get 6?
The answer lies in the degree of certainty. In what we manage, we have a greater certainty of achieving those 3 in the short term, the 6 are a good promise but in the medium term and with a lower degree of certainty.
In my opinion we must commit to changing the company culture (starting with the manager himself), and as a consequence his criteria for establishing his priorities for:
Giving real importance to strategic thinking.
Be aware that defining and implementing a strategy is fully compatible with day-to-day life.
Realizing that the benefits of the strategy are reflected in day-to-day life from the very beginning and not once it is implemented as many think.
How do we change a company's culture to introduce strategic thinking into its daily decisions?
Companies are clear that strategy is the right path, but they end up not devoting the necessary time to it. How do we change this?
Of course we can define a complete plan to achieve this change, but for me it is based on four pillars:
Demonstration based on data : whether based on real examples from third-party companies or with your real experience from the first moments of strategic definition, the best way to convince a company is to make them see that the benefits of a medium-term strategy are achieved in the short term.
Training : the second pillar is the training of the team involved
Communication: The third is the correct transmission of tasks and benefits to the rest of the company's employees, so that this new approach becomes part of their way of working.
Monitoring: and finally, monitoring performance and communicating results to confirm what has been achieved.