Page 76 - PRAGMATIC STRATEGY

action plans to achieve those goals, implements action plans, reviews

actions and compares outcomes with plans.

The old saying ‘everything rises and falls on leadership’ rings true in

the formulation and implementation of strategy. Are leaders born or

can they be developed? What is the role of the strategic leader and are

they the best one to carry lead the strategic process? The leader must

be able to ‘cast the vision’ of change the organisation is trying to

implement and work between the various influential people. ln the

traditional planning approach, the leader is seen as the one who is in

charge of the strategic process - even if they are not the best one

suited for the position.

· The formal planning approach is rational with decision making linear

and sequential as each stage is completed in sequential order. The

resultant strategies are fully formulated and explicit with clear

distinction between strategy formulation and implementation and may

be considered mechanistic — ‘think then do’.

The strength in a formal planning approach to strategy involves the

ability to measure, monitor and control a process that is known

throughout the organisation.

Its weakness lies in the rigidity of the process that may stifle creativity

and commitment while it prevents innovation and organisational

change.

Strategies do not fail at the planning stage, rather they fail at the

implementation stage when you realise the strengths and weaknesses

of your plan and your implementation process.