The sentence hung in the air of the board room of the executive leadership team trying to evolve their business strategy.
"Well, we are getting beat on innovation by two competitors, our customer service scores are the lowest in the industry, and our cost structures and operational effectiveness metrics are also the worst in the industry. In order for us to stay out of bankruptcy, we've got to slash prices, cut costs, and hope that our competitors make some sort of mistake.
One of the fundamentals of business strategy is that in order to survive and grow, organizations must create and execute sustainable competitive advantage through a unique value proposition to customers. In Advantexe's business simulation workshops, participants learn-by-doing by choosing a value proposition and executing their strategy in their respective competitive market.
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Over the past few weeks, I have had the pleasure of facilitating several Business Acumen learning programs and two clients' yearly executive business-level strategy planning meetings. As I reflect back on the engagements, several themes emerged that I thought were worthwhile to discuss in a blog.
Leaders take their roles seriously and strategy execution is serious business; getting it right is critical to success. So when emotions are high and the risk is great, so is the potential for conflict.
