Imagine that your boss asks you to run as fast as possible in one direction, and then after a few minutes, blows the whistle and asks you to run the opposite way. Imagine that this happens over and over again. After a while, you’d not only get tired, you would be frustrated by the meaningless instructions and the lack of progress. And you’d be less willing to run again next week since you would no longer trust that your boss had a real plan.
This sense of being pushed and pulled every which way – without having any broader context or a sense that you’re getting somewhere – is something I see all too often in organizations, as executives try to keep up with new competitors or business trends.
For example, one CEO of a large technology firm oscillated between major expansions (e.g. pursuing adjacent markets, making acquisitions) and significant cont
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