I’m very interested in the
final part, the roots of bad strategy, especially the inability to choose.
According to the author, strategy involves focus and, therefore, choice.
However, organizational leaders tend to make the mistake of asking the board to
reach a consensus. In my own experience, my boss who runs a non-profit avoided
focusing on one main target - customers in the in the midst of a financial
crisis. As the non-profit provided educational services, discontinuing one of
the educational services meant giving up on students. Although I and some
members proposed to abandon the classes making a loss, my boss and other staff
members could not choose and tried to reach a consensus among the themselves.
As a result, the non-profits could not get out from the financial crisis they
were in, and eventually, lost the tutor and the class of students.
Dilemma of choice is serious but unavoidable
for both profits and non-profits. I, of course assume non-profits leaders might
face severe dilemmas because most of them deal with public matters. However,
avoiding choice or procrastinating about decisions in my mind is a bad approach
to strategy. From my own experience as I mentioned above, non-profits leaders
should be more critical in assessing the extent of what they can do and focus
action to deal with them. Bad strategy effects customers and it's difficult to
avoid being labeled irresponsible, especially when dealing with public matters.
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