A pivotal shift in business strategy-making is taking place, assert
Stephen Wall and Shannon Rye Wall. Strategy, once the exclusive
province of senior management, is now the responsibility of people
at every level in today's most forward-looking companies. Drawing
on a ten-year study of more than 200 firms such as AT&T, 3M,
The Geon Company, and Ritz Carlton Hotels, which included
questionnaires and interviews with more than 4,000 line managers
and human resource professionals, the authors demonstrate how
companies can incorporate the experience of every employee to
become more focused, more competitive, and more responsive to
changing markets.Challenging the conventional wisdom about
leadership in the '90s, the Walls go beyond the boardroom to
discuss how to get people involved in the strategic process by
moving the responsibility for planning to lower levels and by
building a participatory culture based on listening. Debunking the
common myth that strategy must precede tactics, the Walls show how
adopting a more flexible approach to the strategic development
process can balance openness to new opportunities and the need to
make decisions quickly with the need to maintain longer-term
strategic focus.Having shown how corporate structure can be amended
to encourage participation within a more open planning approach,
the Walls define new strategy-making roles for every employee --
from the front-line representative who serves as the voice of the
customer to the senior executive who shapes basic purpose and
direction. Key skills are presented to guide strategic thinking
within companies at every stage of development, from new eagle
ventures to businesses in circled wagons crisis mode. These skills
are reinforced with a discussion of the core tactics needed to gain
crucial support for strategic initiatives. Finally, the authors
show how cross-functional teams are strengthening corporate
direction by making inclusive and fully informed decisions on a
cooperative basis.As companies expand their thinking to accommodate
the needs of the new global marketplace, they are recognizing the
benefits of tapping the diversity in their own backyards: the
insights, experiences, and recommendations of their own associates.
By involving leaders at all levels in the art of collaborative
strategy-making, more and more companies can discover the
possibilities that can chart their path to future success. This
book shows new strategists how to lead the way.
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