Many sensible strategies fail to drive action because executives formulate them in sweeping, general language. “Achieving customer delight!” “Becoming the most efficient manufacturer!” “Unlocking shareholder value!” One explanation for executives’ love affair with vague strategy statements relates to a phenomenon called the curse of knowledge. Top executives have had years of immersion in the logic and conventions of business, so when they speak abstractly, they are simply summarizing the wealth of concrete data in their heads. But frontline employees, who aren’t privy to the underlying meaning, hear only opaque phrases. As a result, the strategies being touted don’t stick.
The Curse of Knowledge
Many sensible strategies fail to drive action because executives formulate them in sweeping, general language. “Achieving customer delight!” “Becoming the most efficient manufacturer!” “Unlocking shareholder value!” One explanation for executives’ love affair with vague strategy statements relates to a phenomenon called the curse of knowledge. Top executives have had years of immersion in the logic […]
Summary.
Reprint: F0612A
Impenetrable strategy statements can’t unite employees behind an organization’s goals, but concrete language and stories can.
A version of this article appeared in the December 2006 issue of Harvard Business Review.
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