The hardest bit of strategy is not thinking up the goal and direction in the first place. It’s not even identifying the set of activities which will move things in the desired direction. The hardest bit is stopping all the things which aren’t heading in that direction or are a distraction of attention or energy from the most valuable activities. Stopping things is hard. Stopping things which aren’t necessarily failing to do the thing they were set up to do, but are nevertheless not the most important things to be doing, is harder. In principle, it’s easier to stop things before they have started than to rein them in once they have got going, but even that is pretty hard.
In all of that, ‘hard’ doesn’t mean hard in principle: the need, and often the intention, is clear enough. It means instead that observation of organisations, and particularly larger and older organisation, provides strong reason to think that it’s hard in practice. Finding ways of doing it better is important for many organisations.
This article clearly and systematically sets out what underlies the problem, what doesn’t work in trying to solve it – and offers some very practical suggestions for what does. Practical does not, of course, mean easy. But if we don’t start somewhere, project sclerosis will only get worse.