But I'm also sure that if the second question were how much time do you devote to strategic thinking? The vast majority of you would say little or very little time .
It doesn't make much sense, does it?
And if we asked this same question indonesia whatsapp number list to company executives, the results for both questions would be very close to 100% in both cases.
If it is so important to the success of our company and we are aware of it, then why don't we spend time on it?
The reasons why this situation occurs recurrently are very varied, but I will try to summarize them and then show the solutions .
Reasons why companies do not spend time on marketing strategy
This situation is applicable to many areas, but based on my professional experience I am going to focus the analysis on marketing.
1. Sales orientation.
Constant sales pressure to try to meet sales targets is a constant factor in businesses. And of course, it makes perfect sense. Businesses need to sell in order to function and be profitable.
But it's not all about sales, or rather, to be able to sell and be profitable, there are many other things that we must take into account.
But whether we like it or not, this is the reality of companies. The vast majority of things that are done are focused on selling and their success is measured by sales and not by other key factors. It is something that we have to learn to manage.
But the result, at the management level, is that what is not related to commercial matters has little space on the organization's agendas.
2. Misguided work beliefs
There is a widespread belief in companies that has very negative consequences on the performance of daily work and especially on the functioning of the company:
“The busier I am, the better I do my job and the more I am considered”
We think that getting a lot done each day means we're being productive, it gives us the feeling that we're making progress. That's why we fall into the traps of email, meetings and endless days.
overwork
The second factor is the image we project internally:
“If they see me busy, if I'm constantly bragging about how hard I work, they'll think I'm doing my job well and therefore I'm indispensable and have a better chance of promotion.”
The pity is that in many companies things work like this. But of course, the reality is that success at work depends on the results you get, not on the hours you spend in the office.
These beliefs and the obsessive orientation towards sales lead us to the third reason.
3. There is no time to think
In this context, when we talk about strategy or anything that involves stopping to think, we encounter great resistance both in management due to the possible effects on short-term results, as well as in day-to-day dynamics.
Strategic stops are left for later, there is always something more urgent to do.
We are so busy that we confuse what is urgent with what is important.
4. Lack of knowledge and experience
And as a consequence of all the above and the lack of custom, there is a great theoretical and practical ignorance of what a strategy really implies.
When asked what is the strategy of the company or department, the answers are very varied and the vast majority have little to do with strategy.