The Core of a Good Strategy: Coherent Actions

• "Coherent and complementary actions" mean that these actions directly support each other to create synergy. For example, as a manager, the principle behind introducing processes imposed on others is, ==“I will never ask you to do anything that does not help you in your core job.”==
• Strategic collaboration is not arranged on the spot; it is deliberately designed and centrally imposed on the system.
• Centralization is a bad thing, but a completely fragmented approach is also ineffective, as the interests of various sub-organizations differ. For instance, in manufacturing, sales may prefer to please customers with expedited large orders, while the production department prefers to output steadily and undisturbed over the long term. It is impossible to handle both urgent large orders and maintain steady production simultaneously.
• Organizational collaboration is time-consuming and labor-intensive; if there are not enough benefits, it should not be pursued. Smart organizations do not aim for 100% communication among everyone but rather strive for just the right amount of coordination.