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Marcos Rojas, Brazil, talking about my presentation at the 2013 ASTD International Conference
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Perry Walraven, President and CEO, Performance Controls, Inc. a Subsidiary of Hitachi Medical Corporation
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Top Twelve Strategic Perils
Which best describes your strategic predicament and attendant risk?
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You offer compelling value to a rapidly growing market
Biggest Risk: You aim too low and succeed - while others swoop in and capture the lion’s share of the opportunity
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You see dwindling demand for your products and services
Biggest Risk: You wait too long to take a sharp right turn toward new opportunities while cash, leverage, resources, and opportunities dwindle as well
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You have many, many promising ideas
Biggest Risk: You spread resources thinly or wallow in indecision, both of which ensure you move nothing of significance forward
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You are headed on a new or greatly expanded trajectory
Biggest Risk: Your current organization is the wrong organization for your new goals and is simply not up to the new challenges
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You are ambitious and always ahead of the curve
Biggest Risk: The organization never catches up to the vision and fails to deliver the expected quality on time
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You are risk averse or content with the status quo
Biggest Risk: Change continues, as it is wont to do, and success fades while you keep doing the same old thing
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You do strategic planning regularly and have a fat binder to prove it
Biggest Risk: The fat binder collects dust and you do what you would have done if you hadn’t done any strategic planning at all
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Your operations are truly excellent or will be soon
Biggest Risk: Your focus on operations detracts from your ability to be strategic or to make internal concerns secondary to external realities
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You have a sound opportunity but struggle to translate your vision into realistic plans and profitable results
Biggest Risk: You spend big money, make a gallant effort, but experience little success
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You are highly competent, proud, always learning, and making steady progress on all your initiatives
Biggest Risk: You are too competent, capable, and proud to see the ways in which you are holding yourself back, slowing progress, or missing opportunities
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You have the coolest new invention since sliced bread
Biggest Risk: It’s cool but there is no market for it, at least not at a price and volume that would make it profitable
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You are too consumed by the daily grind to think strategically
Biggest Risk: You burn-out while someone else eats your lunch
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You are wondering why I am providing a thirteenth item when the title is Twelve Perils
Biggest Risk: You are too concerned with details and consistency to see the big picture, shift your perspective, find new opportunities, and leap the chasms leaders must leap
Identifying potential problems is the first step in preventing and eliminating them. What can you do to minimize your strategic risks?
Contact us if you would like to discuss your predicament, perils, and possibilities.
© 2010 Ann Latham. All Rights Reserved.