Why Would Anyone Agree With You?

Winning! Tiger blood!

Where identifying challenges is the first step to creating a solid corporate strategy, the next definite step would be to question yourselves why did you set that strategy. I know this sounds ridiculous when you put both of those two back to back; to put it simply, once you've identified the challenges and developed a strategy - you need to ask yourself why would anyone agree with me on this?

Is what the article is trying to say, at first I thought.

But upon reading deeper into it, it turns out that the article is more focused on "looking outside the box". So once you have a strategy in place; think about how outsiders would see it. Would they agree with you? Is there something amiss? It's relatively easy to identify challenges and plot a strategic roadmap on your own but it is much tougher to convince your colleagues (particularly outsiders) that what you've developed is actually realistic and relevant.

Oh, time for my morning coffee!