Is your company's strategy review process played out as antagonistic "corporate theater"? Must the managers offer one-way bulletproof presentations to sell-and-defend their business unit plans and implementation of initiatives? This was true at P&G until about 2001. Before then, in their culture each manager embraced a single strategic choice as the one right answer that had to be defended, resulting in entrenchment and extremism. Collaboration and deep consideration of ideas were absent. P&G realized that no company in today's complex marketplace can succeed without a robust process for creating, reviewing and communicating about strategy.
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