70% of strategy leaders said their top reason for moving forward on initiatives despite the risk of delays was believing they could handle any pitfalls.
Regardless of the rigor applied to upfront planning or performance management practices, these leaders faced as much initiative-crippling drag as others.
Strategy leaders should assess two main factors to improve decision making while planning challenging initiatives:
- Patterns of past initiative success and failure
- Congruence of initiatives and business value networks.