I agree that there is a tendency to stall on “deep thinking,” as you put it. It seems satisfying and self-identifies one as operating at a high level. It also offers a plausible excuse to delay action – or to separate one’s self from it.

The truth is, though, it is far from the most difficult thing a manager does. Planning may be important, but execution is its crown – demanding all of hard work, concentration, and brilliance often not drawn upon (and not required) during the planning process itself.

I am with you all the way on the particular value of outside consultants in this respect. In addition to perspective there is an advantage, as you well know, offered by not being under the sway of an organization’s political climate. This is an advantage that can easily be neutralized if clumsily deployed, but it is one that intelligent executives will seek out.

Thanks for your visit and your incisive observations!

The strategy/execution dilemma is a fairly universal one. There is always something that is satisfying about the act of “deep thinking” and projecting into the future. As you mention, though, it’s the execution that gets it done. And I’m not sure that many don’t return to re-strategizing as soon as something doesn’t work well, instead of looking at the process of the execution. Maybe it’s easier to re-think rather than manage more effectively.

As for the outside consultant viewpoint when it comes to strategy? This may appear self-serving but it’s not intended that way. I’ve always found that when I’m involved in strategy meetings with clients, I simply see things and ask questions from a more detached angle. That’s the real benefit. There is no way that I can share the same intimate knowledge of their businesses. Yet, because of a different relationship to the business, an outsider will ask and probe in ways that insiders won’t.

Keep writing…