Paper
Strategic Drift is defined as:
A subtle and unnecessary shift from an intended course or direction to another one – one that is usually undesirable, at least in a long-term perspective.
Of course we recognize that in some situations shifting may be necessary, but over time and with too many shifts, companies naturally lose focus and become more reactionary, negatively impacting long-term success.
The real problem in veering into a strategic drift becomes apparent when you observe senior executives that start to believe minor turbulence is equal to a major change in the market place. For example:
A temporary loss of market share, but the market is showing there is no long-term cause for alarm.
A slower than expected growth at the launch of a new product or the entrance of new competitor, but revenue is still growing.
You MUST have the CERTAINTY to know when you should and should NOT make adjustments and these decisions should be made ONLY after the data shows the change is critical. If not, you too may fall victim to strategic drift.
What Call of Action Do You Take?
1. Justifiability, a NECESSARY call to change should be invoked when your go-to-market strategy is in danger or compromised from actions outside of your control which can be measured as catastrophic.
2. On the other hand, it will be crucial NOT to abandon your entire go-to-market strategy, unless those decisions made with the right evidence or data to support the adjustments in people, money and technology resources.
The Negative Operational Effects of Strategic Drift are Apparent
Strategic drift causes a loss of momentum, escalates unnecessary costs, diverts focus and sacrifices competitive advantage. Impacts are:
Employee morale is damaged due to psychological repercussions from the constant shifting and changing of long-term impact to the organization, often resulting in creating a reactionary state of mind, and making team members numb to a constant state of
A subtle and unnecessary shift from an intended course or direction to another one – one that is usually undesirable, at least in a long-term perspective.
Of course we recognize that in some situations shifting may be necessary, but over time and with too many shifts, companies naturally lose focus and become more reactionary, negatively impacting long-term success.
The real problem in veering into a strategic drift becomes apparent when you observe senior executives that start to believe minor turbulence is equal to a major change in the market place. For example:
A temporary loss of market share, but the market is showing there is no long-term cause for alarm.
A slower than expected growth at the launch of a new product or the entrance of new competitor, but revenue is still growing.
You MUST have the CERTAINTY to know when you should and should NOT make adjustments and these decisions should be made ONLY after the data shows the change is critical. If not, you too may fall victim to strategic drift.
What Call of Action Do You Take?
1. Justifiability, a NECESSARY call to change should be invoked when your go-to-market strategy is in danger or compromised from actions outside of your control which can be measured as catastrophic.
2. On the other hand, it will be crucial NOT to abandon your entire go-to-market strategy, unless those decisions made with the right evidence or data to support the adjustments in people, money and technology resources.
The Negative Operational Effects of Strategic Drift are Apparent
Strategic drift causes a loss of momentum, escalates unnecessary costs, diverts focus and sacrifices competitive advantage. Impacts are:
Employee morale is damaged due to psychological repercussions from the constant shifting and changing of long-term impact to the organization, often resulting in creating a reactionary state of mind, and making team members numb to a constant state of