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Avoiding the Soft "Yes"

Harvard Business Review

The project team had spent the past six months designing a new strategy to accelerate growth in a critical emerging market for a multibillion-dollar multinational. The summary document had that rare combination: a compelling long-term vision and a credible set of near-term actions addressing critical strategic unknowns. The project leader believed the modest request would translate into an easy yes. It was undoubtedly a high-quality piece of work.