战略失败，组织不该背锅吗？

Core Viewpoint - A significant number of Chinese business leaders exhibit an immature understanding of strategy, often attributing strategic failures to organizational weaknesses rather than recognizing flaws in their strategic thinking [1][3][8] Group 1: Misunderstanding of Strategy - Many business leaders confuse strategy with merely having a broad direction, failing to consider resource constraints, time limitations, and competitive dynamics, which leads to unrealistic expectations from their organizations [2][4] - The notion that a successful strategy is simply a matter of execution overlooks the necessity of a well-defined strategic framework that accounts for various constraints [3][6] Group 2: Organizational Challenges - When strategic failures occur, leaders often blame organizational shortcomings instead of reassessing the validity of their strategic approach, leading to a cycle of misplaced accountability [3][7] - Effective strategy should be a concrete "breakthrough thought" that can be validated through organizational execution, with feedback indicating whether the strategy is working or not [6][7] Group 3: Strategy Development Process - The development of a successful strategy is not a one-time event but a continuous process involving hypothesis, practice, revision, and further practice to refine understanding of constraints [7] - Companies that claim to have a mature strategy often possess only a vague direction, indicating a lack of true strategic depth and a readiness to shift blame to organizational execution [7][8]