As we move forward in the process of liberating the forces within an organization, the issue of tactics comes to the fore. All too frequently, when discussing strategy development with corporate leaders and managers, the flow of the debate leaps rapidly from strategic thinking to tactics and implementation. Clearly, strategy must be created around the practical implications of implementation but for leaders of industry it often seems that they skip directly to constraints. The whole issue of strategic stress perhaps centres on this point of transition. The weakness in strategic thinking is that it is constrained by historical custom and practice, while the development of effective tactics and capabilities is often disconnected from the strategic vision. The result is clear: the organization fails to make the links and as a result underperforms.
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