Developing a competitive advantage is often associated with an organization’s ability to conceive, cultivate and execute a solid, confidential strategy. Leaders work diligently to keep their strategy undisclosed, with the goal of surprising the competition. However, having an unknown strategy after “execution” is not a good thing.
Many leaders believe having a great strategy is the goal. Unfortunately, such shortsightedness results in a lackluster execution, ultimately muddying the strategy water – and leaving the marketplace confused and unaffected. If the strategy does not affect the market, company resources have been wasted. If the marketplace can’t identify your intentions, your strategy and/or execution didn’t work.
Better to have a lackluster strategy, with exceptional execution, than to have an exceptional strategy with lackluster execution.