7 Corporate Strategy Myths That Are Limiting Your Potential

7 Corporate Strategy Myths

Dr. Chuck Bamford’s new book, The Strategy Mindset, is a practical guide for creating a corporate strategy. Having read more books on strategy than I can remember, I particularly like this one. As I read the book, there were times I found myself arguing with the author. At other times, I was nodding. Still at other times, I found myself with immediately actionable ideas to improve the process at my own organization. And that’s why I enjoyed the read so much.

I think the most controversial part of his book is likely the myths section, where he takes apart existing myths of corporate strategy.

 

“Strategy is about making decisions that will impact the company in the future.” -Chuck Bamford

 

1. People Are Not A Competitive Advantage

Let’s talk about the myths.

First, you say that people are not a competitive advantage. You argue that almost all employees are interchangeable. Good employees are just “table stakes.” Is it not possible to have employees who, on average, are better than the competition?

It flies in the face of so many beliefs that it is just hard to accept. Employees are VERY important as the way that business delivers to customers. However, the moment that you actually believe that your employees are smarter than your competitors’ is the moment that your competitors will start beating you in the market. You have the same (or relatively the same) collection of amazing employees, capable employees, and poor employees as your competitors. All the HR processes in the world today have not changed that dynamic in companies. The employees that you have working in your company are a combination of luck (the biggest factor), HR practices, networking, and did I mention luck!

Bamford CoverI’m not trying to be divisive here, but most of your customers do not generally care (or if they care at all, it is slight) who takes care of their business needs as long as the needs are taken care of. This does not apply to every employee in a company, just most. At every company I have ever worked with or for, there is a contingent of “franchise” employees. Those are employees who, if they left the company, would impact the success of that company quite substantially. We all know who these folks are, and if executives are smart, they take care of these employees to ensure that they stay with the organization. These “franchise” employees are not just the customer-facing employees; they reside throughout an organization.

 

“Employees are not your competitive advantage.” -Chuck Bamford

 

2. SWOT is NOT Strategy

Second, you are not a fan of the SWOT. What’s wrong with the way most organizations use it?

SWOT is the single biggest impediment to doing real strategy that exists, and it exists because certain big consulting firms continue to use it with their clients, and it makes clients “feel good” without really having to do strategy.

SWOT was an attempt to bring some structure to the topic, and as a conceptual approach, it is still fairly robust. Unfortunately, many authors, academics, and practitioners decided that SWOT was an analysis tool and a means for a company to develop its strategy. SWOT is NOT strategy, and it is not an analysis tool.

Anyone can create a SWOT. It is grounded in your own biases and view of the world. In the end, a SWOT is simply the opinion of the person or group filling it out.

 

“SWOT is the single biggest impediment to doing real strategy.” -Chuck Bamford

Pick the Low-Hanging Fruit to Improve Productivity


Many leaders are looking for the “big” program that will change the game.  They agonize over large scale change efforts, ways to reduce costs, and how to increase innovation within the firm.

What if the answer wasn’t identifying one large project but instead was small issues that employees already knew about?  If the employees had the courage and the power to act on them, what would happen?

It’s the same in business as it is in life.  The little things matter.  Add up the small changes and the daily disciplines and you have mapped the road to success.

 

“The important thing is not to stop questioning.” -Albert Einstein

 

Jeremy Eden and Terri Long are the Co-CEOs of Harvest Earnings, an advisory services firm. They have helped companies like Heinz, PNC Financial, Standard Register and The Schwan Food Company, Energy East, Webster Financial, and Standard Register to reduce costs and increase revenues. I recently had the opportunity to talk with them about their new book, Low-Hanging Fruit: 77 Eye-Opening Ways to Improve Productivity and Profits. 

This is one of the most practical and immediately actionable guides for business leaders that I have ever seen.

 

Embracing Change

 

You have listed numerous ways to make an organization more efficient, more productive, and more profitable.  When you consult with an organization, do managers readily embrace your ideas or do they resist?Low-Hanging Fruit

If we said to our clients’ employees, “Folks, here are 77 new behaviors you need to do now,” there would be mutiny!  So instead we build in the most important behaviors into a process that we provide called Idea Harvest™.  Most managers do readily embrace the process because they see that it is a way for them to get their ideas not only a hearing but a decision as well.  By going through an Idea Harvest™ managers just naturally adopt our ideas without anyone having to learn or accept 77 ways of behaving.  One of the most loved new behaviors is to use simple one-page summaries for most ideas and to stop creating big presentations.  Since most decisions in an Idea Harvest are simple (“low-hanging fruit”), no lives need to be wasted on creating elaborate PowerPoints.

 

“PowerPoint has consumed the best years of too many young lives.” -David Silverman

 

Another example is that an Idea Harvest uses many short deadlines.  Deadlines focus everyone on important activities and give them permission to ignore unimportant ones that might otherwise waste their time.  Some embrace this new behavior immediately because they see that it also means decisions will be made quickly.  Others don’t see how they can meet the short deadlines until they see how efficiently they can work following some of the other rules … which is a perfect segue to the next question!

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Know When Good Enough is Enough

I love the concept of “gold plating.”  Would you explain it and give an example?

Gold plating, also known as “paving the cow paths” is an effort to make something better that is already good enough … and more specifically, spending time making that thing better does not grow profits.  The most prevalent example is the one we describe in Chapter 77 “Mom Should Have Said, Don’t Always Do Your Best.” Managers spend an incredible amount of time perfecting PowerPoints, memos, and emails when “good enough” would have saved time that could be spent on truly important activities.  Many bosses inadvertently encourage this behavior by pointing out meaningless typos or formatting issues in internal memos.  We worked with one client where the employees laughed when we said the senior team would review a one-page summary of their ideas.  They needed to hear directly from the CEO that he didn’t want a full blown presentation for every idea they were going to discuss!  We worked with another where the word went out to reprint hundreds of pages of team reports in bigger font after the CEO made an off-hand comment that the type size was small – luckily the CEO caught wind of this and told everyone he preferred using his reading glasses to wasting time and money!  One engineering department was designing equipment that would last 75 years even though with new technology that standard no longer made sense. “Gold plating” occurs in every large company and is seen as virtuous instead of the resource stealer that it is!

 

“A bad system will beat a good person every time.” -W. Edwards Deming

 

You talk about “embracing conflict” and that can require some serious culture change inside an organization.  How do you change the culture to accept healthy conflict?

Managers bemoan how hard it is to change a culture, but we have seen it happen practically overnight.  Think how quickly a culture can change when a company is bought and merged.  The top dog has culture change within his or her power (but like Dorothy who didn’t know she only needed to click her heels three times, they often don’t know it.)  Company executives who want their teams to embrace conflict must embrace it themselves.  Is there a decision that has lingered because two factions can’t agree on the right course of action?  Executives should adopt the mantra that “everyone is entitled to their own opinions but not their own facts” (courtesy of Senator Daniel Patrick Moynihan).

 

“There seems to be some perverse human characteristic that likes to make easy things difficult.” -Warren Buffett

 

In practice, this means demanding facts before entertaining debate and discussion.  By making sure that everyone agrees on the facts, many conflicts will  be resolved.  In one company, the business line wanted a 24-hour call center because they “knew” that good customers called at all hours while the call center “knew” that staying open overnight was not worth it.  Together, they devised a simple data collection plan and determined that few good customers used the call center late at night.  Again working together, they found a way to form a skeletal staff to take care of the customers with 3am needs.  With common facts, a decade old conflict evaporated.  With facts, conflicts also lose much of their political edge that can turn decisions into power struggles.

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One additional simple change can make a huge difference:  Get everyone involved in a decision in the room at the same time.  No serial meetings with differing points of view that the boss is left to figure out.  Ask the conflicting parties to present a single point of view on the issue and 95% of the time they will do it.

 

“There is nothing so useless as doing efficiently that which should not be done at all.” -Peter Drucker

 

Making Meetings Effective

How do you make meetings more effective, less time consuming, and more impactful?