Warring factions? Your rationale for Strategy Invigoration and Alignment?
Consider the business challenge of a CEO for a fast-growing consumer business in South East Asia. Over the last five years, they have enjoyed a successful ride with impressive growth year on year that exceeded their company’s mid-term plan.
However, recently, they have found themselves with gaps in strategy alignment between the board and their leadership team. Their role has increasingly become one of peacekeeper rather than company visionary and leader. In this case, the problem lies in the absence of alignment between the direction the board wants to take the organization and the decision and priorities the leadership team prefers.
Valuable Takeaways :
