HBR: When You Think the Strategy is Wrong

HBR: When You Think the Strategy is Wrong
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“Chances are that at some point in your career you’ve been asked to implement a strategy that was developed by someone other than yourself. A manager’s job is to implement that strategy, and to be sure that her team, unit, or department executes well. But what if you believe the strategy you’ve been asked to implement is flawed? Perhaps you think the strategy won’t achieve the intended result, or worse, that it will put the company at risk. Regardless of the severity of your concern, you have an obligation to speak up. However, immediately pulling the strategy fire alarm isn’t always useful, and may brand you as an alarmist. It’s important to find ways to express your concerns productively. By acting cautiously and thoughtfully, you can make your concerns heard while perhaps saving your team — or the company — time, energy, and money.”

1. Diagnose: Understand the Full Picture
2. Reflect: Contextualize Your Concerns
3. Speak Up: Proceed Carefully

Full Article and details on the Harvard Business Review Website: