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The80-100 rule is identified by some researchers. It is simply stating that you’re better off with a strategy that is80% right and100% implemented than one that is100% right but doesn’t drive consistent action throughout the company.
This question addresses the "reality disconnect gfap" between theory and practice when it comes to strategy articulation and strategy execution/implementation. In my elaborations on this topic, I have always insisted that the true challenge is not the articulation of a goos strategy, but rather the "execution" /"implementation" of the strategy. This is what your question eludes to .. an80% good strategy that is implemented and drives corrective/improvement action in the organization, is better than100% good strategy that never gets a chance to be implemented and have its effect on the organization.
One more piece of information, I have personally stepped in in specific situations (like the one described in this question) when top management settles on a strategy but "fails" to push it down the hierarchy to work-level real life on the ground !!I step in with a coomplementary "bottom-up" approach from the working level within the organization up to a suitable junction/meeting point with the already stuck "top-down" approach !! With due respect to the big names aritculating strategies in the ivory towers of top/executive management, the real challenge is how to implement/execute such strategies because talk is cheap and dreams are for free !!
