When CEOs lay out multiple high-level objectives, like increasing market share, entering new markets, and pursuing innovation — all at the same time — they enthusiastically tout the advantages of each. They set ambitious numerical targets. They rally the troops behind the vision. But they rarely talk explicitly about how much value they are willing to sacrifice in one of those objectives to achieve more value in another. When it comes to their strategic objectives, they naturally “want it all” and resist talking about sacrifice. In the absence of explicit guidance, executives and the managers beneath them substitute their own judgment for the CEO’s, weighting conflicting objectives differently and, by doing so, pull the organization in many misaligned directions at once.
How to Make Strategic Trade-Offs
Create a calculus that helps your team weigh and align on conflicting objectives.
June 16, 2022
Summary.
New CEOs with a fresh vision for the company or established leaders who are charting a new course face a common problem: How do you get the executive team to agree on strategic trade-offs when deciding which investments to make? The remedy is to create a calculus that assigns weighting to conflicting objectives.
New!
HBR Learning
Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.
Learn More & See All Courses
New!
HBR Learning
Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.