In a study of 125,000 people representing more than 1,000 companies, government agencies, and not-for-profits in over 50 countries, researchers found that three out of five companies rated their organizations as weak at strategic execution.
In French, the skill of rapid strategic cognition is called "coup d'oeil," the "power of the glance." This is what the French called Napoleon's ability. The good news is that this form of trained strategic reflexes can be taught from mental simulations, mental models that have moving parts almost like a machine.1
The Balanced Scorecard (BSC) and Strategy Maps are performance planning and measurement systems developed by Robert S. Kaplan and David P. Norton in a series of articles and books, built around the general idea of Management by Objectives. These systems work to measure whether the smaller-scale activities of an organization work in terms of its larger-scale strategy.
As you know, we have been working at how to position the type of strategy we teach. In a series of articles, we have been comparing it with other forms of business strategy and other forms of sales training, since we most commonly get called in to do sales training.