Our blog is opening up to other authors than myself. Last week, Charlotte Mader and Deborah Berlinck shared their thoughts on mindfulness and its links with Business Executives (find their article here). This week, I have the privilege to welcome Kenneth Daniel Tan, ex President. His article, published yesterday on LinkedIn drew my attention and he kindly accepted for us to republish it here. It is short, thought provoking and punchy.
The strategic decisions made by CxOs can either propel an organisation to success or lead it to failure. Nevertheless, a prevalent mistake that many organisations make is confusing empty clichés for genuine strategy.
Platitudes serve as placeholders for concrete, actionable strategies. Despite their impressive sound, they lack the specificity and direction essential for real strategy. Familiar platitudes like “People are our greatest asset,” “We strive for excellence,” and “Customer is king” often fall short in delivering meaningful and effective guidance..” While these statements convey important values or aspirations, they become problematic when not backed up by concrete actions, clear strategies, and measurable goals.
Organisations frequently succumb to the platitude trap because of a lack of understanding, avoidance of difficult decisions, fear of change, communication challenges, and a short-term focus. Without a profound comprehension of the organisation’s mission, vision, values, competitive environment, and internal capabilities, resorting to generic statements becomes all too easy.
Crafting a strategy requires tough decisions about what to prioritise and what to forgo. While it is tempting to stick to vague, feel-good statements, true progress comes from facing these difficult choices head-on.
To avoid the platitude trap, organisations must establish precise and well-defined objectives, ensure that their actions align with their words, communicate clearly and impactfully, cultivate a culture of authenticity, conduct regular strategy reviews, and set the right example. A clearly defined strategy that is executed effectively carries more weight than a series of impressive-sounding clichés.
Remember this: Platitudes may sound impressive, but they are no replacement for a clear, actionable strategy. Organisations must steer clear of the platitude trap by ensuring their strategies are specific, measurable, achievable, relevant, and time-bound. They must also ensure that their actions align with their words, effectively communicate their strategies, foster a culture of authenticity, conduct regular strategy reviews, and lead by example. By doing so, they can guarantee that their strategy is more than just words; it’s a roadmap that guides all employees toward a common goal.
What other platitudes do you often hear?
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