Strategies are flexible. They are not set in concrete. The uncertainties shown through continuous horizon scanning must allow for fast learning and the consequent adapting, or rejection, of the current strategy. Directors rarely understand this, especially if they have become overinvolved with the executives in micromanaging their operational plans. It is always difficult for a board, especially if full of executives from other organizations, to not micromanage the executives. It requires a strong and confident chairman to ensure this does not happen.
