"The outstanding people realized that the job involved more than just writing a good strategic plan. It was also important that top management should understand the plan and be prepared to adopt it"
About this Quote
McClelland is smuggling a psychological truth into what sounds like bland management advice: competence is social, not just technical. The “outstanding people” aren’t merely smarter planners; they’re better readers of power. A strategic plan, in his framing, isn’t a finished product you hand up the chain like homework. It’s a persuasion project that lives or dies inside the minds of the people who can authorize it.
The intent is corrective. Strategy culture loves the myth of the brilliant document: crisp goals, tidy SWOTs, immaculate slide decks. McClelland, coming out of a tradition obsessed with motivation and achievement, points to the missing variable: adoption. Plans fail less often because they’re analytically wrong than because they’re organizationally homeless. “Top management should understand” is doing heavy lifting here. Understanding isn’t just comprehension; it’s ownership. It implies translation into the executive’s incentives, language, and risk tolerance.
The subtext is slightly unsentimental: if you can’t make leadership care, your “good plan” is irrelevant. That’s not cynical so much as behavioral. In large institutions, decision-making is an attention economy. The outstanding operator anticipates objections, builds coalitions, and designs the plan to be legible to the people with veto power.
Contextually, this fits McClelland’s broader work on needs (achievement, power, affiliation). Strategy succeeds when it aligns with those motives at the top. The quote is a reminder that leadership buy-in isn’t a box to check after the analysis; it’s part of the analysis.
The intent is corrective. Strategy culture loves the myth of the brilliant document: crisp goals, tidy SWOTs, immaculate slide decks. McClelland, coming out of a tradition obsessed with motivation and achievement, points to the missing variable: adoption. Plans fail less often because they’re analytically wrong than because they’re organizationally homeless. “Top management should understand” is doing heavy lifting here. Understanding isn’t just comprehension; it’s ownership. It implies translation into the executive’s incentives, language, and risk tolerance.
The subtext is slightly unsentimental: if you can’t make leadership care, your “good plan” is irrelevant. That’s not cynical so much as behavioral. In large institutions, decision-making is an attention economy. The outstanding operator anticipates objections, builds coalitions, and designs the plan to be legible to the people with veto power.
Contextually, this fits McClelland’s broader work on needs (achievement, power, affiliation). Strategy succeeds when it aligns with those motives at the top. The quote is a reminder that leadership buy-in isn’t a box to check after the analysis; it’s part of the analysis.
Quote Details
| Topic | Vision & Strategy |
|---|---|
| Source | Help us find the source |
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