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Many expect a strategy to layout the explicit steps, like a game of chess.
They want a formal, deliberate process with all facts, figures, and forecasts
complete. Just plug those numbers in, and the strategy pops out of a magic
box. It doesn't work that way. No one has the time or money to anticipate
every outcome and even the best forecasts are seldom close. We can make
reasonable estimates of the costs to build a building, even a space shuttle,
but accurately predicting the future is still complex. When you figure
out how to do that, you'll be so rich, you won't need strategic planning.
Rather, the leaders, all the way down to the department level, need an
intuitive understanding of their organization, so they can work together
like an experienced sports team. Before you implement, the key players
study - you can't avoid the study - pick a route, agree objectives
and discuss the issues to the level of detail needed to prepare their
budgets. At the business unit and firm level, you have to plan how you
will generate the funds to make the capital improvements, from cash flow
from operations, debt or equity.
The leaders must manage the process and frame the challenges so everyone
is motivated to learn and the environment fosters communication and
innovation.
That will be a challenge if your leadership expertise is more technical
than working with people.
Team-based overview
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Team-based steps 
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