""We don't have a strategy," boasted a tech company CEO in our first conversation. He was justifiably proud of what he and his team had built. "We've done well without one, and we're doing fine now. Strategy feels like a good way to take our eye off the ball." To him, strategy was a slow, political exercise that invited too much debate, increased bureaucracy, and distracted the organization from what made it successful."
" is a David Lancefield catalyst, strategist, and coach for leaders. He's advised more than 50 CEOs and hundreds of executives, was a senior partner at Strategy&, and is a guest lecturer at the London Business School. Find him on LinkedIn (@davidclancefield) or at davidlancefield.com, where you can sign up for his "Every Day is a Strategy Day" newsletter and receive the Mastering Big Moments toolkit."
One tech CEO declared that the company operates successfully without a formal strategy and credited that absence for maintaining focus. He characterized strategy as slow and political, claiming it invites excessive debate, increases bureaucracy, and distracts the organization from activities that drove past success. David Lancefield is identified as a catalyst, strategist, and coach for leaders with experience advising more than fifty CEOs and hundreds of executives. He previously served as a senior partner at Strategy& and lectures at the London Business School. A newsletter titled "Every Day is a Strategy Day" and a Mastering Big Moments toolkit are available.
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