IT leaders must refocus their strategy making processes to ensure they address the human side of the equation on a timeline that aligns to the hastening pace of value evolution.
Organizations erroneously believe that 100% of the value of strategic planning for the future lies in determining “what comes next” or putting a stake in the ground regarding “where we want to be.”
Most of the real value associated with strategic planning for the future emerges from a nondelusional articulation of the current situation. Just like with Uber or Google Maps, if you want to get where you are going, you have to be very specific about where you are starting from.
