PetroDiAC

Strategic leverage is the ability to focus resources and efforts on the most impactful areas to create disproportionate benefits relative to the effort invested. In another word, use your best abilities & resources to maneuver around your current obstacles and competitively reposition your organization in the market that can be measures by shift in market share, revenues, share price, etc. It is one of the cornerstones of moving from bad strategy to good strategy, as it enables organizations to address core challenges effectively and maximize the impact of their actions. The risk of incorrectly crafting strategic leverage or completely ignoring, it can introduce significant financial, resources & reputation risks, undermining the strategy’s effectiveness, organizational stagnation and jeopardizing the organization's success & stability. In his book Good Strategy/Bad Strategy , Richard Rumelt emphasizes the importance of focus, prioritization, and alignment—principle...

Leadership plays a pivotal role in transforming an organization’s strategy from ineffective to impactful. According to Richard Rumelt’s Good Strategy/Bad Strategy , a good strategy requires a clear diagnosis, a guiding policy, and coherent actions. Yet, moving from a bad strategy to a good one demands more than just a framework; it requires leadership to inspire, plan, execute, and sustain change. As we are not aiming to delve into the treats of leadership team or how to differentiate between manager and leader, we are here only focused on what leadership team should do to ensure the strategy is actively and correctively transformed to action plans and executed accordingly This article outlines how leadership can initiate the transition, design a clear roadmap, enforce the new strategy, and measure performance to make course corrections when necessary. 1. Initiating the Change: Setting the Tone and Vision Leadership must first recognize the presence of a bad strategy and crea...

  In most organizations, no matter what the board members strategies, plan and work on selecting the right KPIs and put policies and framework in place, yet teams on the ground perform their day-to-day work on As-Is basis prefer the no-change, no-risk, no-responsibility work mode. Decision makers will lean after sometime to let the plan be a plan and let the operation proceed as-is. The real-issue, there is no or limited connectivity between boardroom objectives and the personal objectives of the operating teams. The connectivity issues may come from different gaps in the implementation plans like communication, functional decomposition, KPIs, career progression, training, business process, and many other things Richard Rumelt’s Good Strategy/Bad Strategy introduces the "kernel" of good strategy—a framework built around diagnosis, guiding policy, and coherent actions. While this approach provides clarity at a high level, its real value lies in how it connects the strategic ...