1. Once we come up with a good strategy, we need to develop measureable, performance-oriented action plans to implement it. Most any organizational structure will carry a good strategy, so investing time and money redesigning and reorganizing the structure to be in alignment with the strategy is usually a waste, driven often by corporate strategy staffs who are enamored with theory more than practice. Instead, organizations should put their efforts into crafting doable action plans.
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2. The word keeps changing, so even a really great and successful strategy seldom stays that way forever. It is important both at the individual and organizational level to always be scanning the environment and to always keep looking ahead. When external and internal changes start making a strategy unsuccessful and obsolete, we must be willing and able to change it. Therefore, leading and managing strategic change should really be looked at more as both an episodic and a continuous process, rather than just something that is done once and then lasts more or less indefinitely.
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3. One of Jack Welch's first steps towards changing GE was to radically change the nature of Crotonville, GE's education and training center, which had been an excellent but traditional corporate management preparation program. The revolution began by redefining "learning" as "change in behavior," which connected "learning and doing."
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