About this Presentation
This presentation reviews the problems of traditional strategy from a TOC perspective then offers solutions using the thinking processes and applications. The role of the CEO to provide vision and the Bungee Effect are described. A Forbes Magazine author thought: In the majority of company strategy cases strategic planning is good but also in the majority of companies execution is bad (Bungee Effect). Recognize that the author is viewing strategy from a traditional viewpoint as what is taught in business schools, executive programs and by consultants (not TOC strategy). An It’s Not Luck example is provided for discussion. The traditional strategy and tactics for a successful company are examined using the thinking processes (TP). At the lower levels we see that tactics clash within and across functions thus creating chronic conflicts among policies, measures, and behaviors within the organization. Chronic conflicts for making money, having a secure and satisfying environment for employees, and satisfying the market are discussed. An example with results is provided of implementing a Viable Vision project with a mid-sized Chinese kitchen products producer.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Why so many traditional strategies look sound on paper yet still fail in execution — and how the real breakdown may be built into the strategy itself.
How lower-level tactics around pricing, inventory, projects, and operations can quietly pull an organization in opposite directions, creating internal conflict that leaders often mistake for poor execution.
What a TOC-based holistic strategy looks like when rules, measures, and behaviors are aligned across the whole system instead of optimized in isolation.
How this session moves from critique to possibility, showing that executable strategy may depend less on better planning documents and more on resolving the few systemic conflicts that keep strategy from becoming reality.
Instructor(s)
James R. Holt, Ph.D
Dr Holt is a TOCICO Founder and prior President of TOCICO. He taught the first Critical Chain Course for Goldratt Schools. And, he is a frequent presenter at TOCICO Conferences.