Why Your Strategy Retreat Is Already Broken Without a Post-Mortem

You are a high-ranking executive in a company that is about to create a new strategic plan. It comes on the heels of mostly poor results from the prior strategy. You sense that today’s corporate strategy should not be set aside without learning from it, but the rest of your team disagrees — led by your chief executive officer. How hard should you push? Somewhere in the executive suite, someone knows exactly what went wrong with the prior strategy. They won’t say it — and not always for lack of courage.