CEOs Need Better Radar, Not More Strategy, Argues Florence Divet ☀️

In a recent LinkedIn post, Florence Divet ☀️ challenges a common assumption about business leadership, arguing that many chief executive officers suffer not from a lack of strategy, but from a deficit in their “radar” – their ability to detect critical market shifts early.

Florence Divet ☀️ contends that strategy often falters not due to flawed planning documents, but because organizations fail to anticipate external changes. “It fails when the market shifts and nobody saw it coming,” the post states.

“Most CEOs don’t have a strategy problem. They have a radar problem.”

The post highlights concerning statistics regarding organizational adaptability. As Florence Divet ☀️ points out:

“90% of companies admit they struggle to adapt quickly to market changes.”

Further underscoring this challenge, Florence Divet ☀️ notes that “85% of executives say their organisation’s ability to adapt falls short.” This widespread difficulty in responding to market dynamics suggests a systemic issue in how leaders identify and react to emerging threats and opportunities. The article emphasizes that a significant percentage of well-conceived strategies still fail, often due to execution breakdown, which can be exacerbated by unforeseen market events.

The Illusion of Strategic Brilliance vs. Systemic Awareness

Florence Divet ☀️ posits that effective strategy is less about inherent brilliance and more about establishing a robust system for continuous monitoring and adaptation. The leadership coach observes that reality frequently intrudes upon carefully laid plans, citing examples such as unexpected pricing changes, client spending freezes, sudden regulatory shifts, intensifying margin pressures, key personnel departures, and widespread burnout. These factors can destabilize even the most well-intentioned strategic frameworks.

“It’s not a lack of intelligence. It’s a lack of early warnings,” Florence Divet ☀️ asserts, framing the core problem as a failure in predictive awareness rather than strategic formulation.

“Strategy isn’t about brilliance. It’s a system.”

Florence Divet ☀️ advocates for a proactive approach, likening effective leadership to a disciplined process: “Build the ship. Check the weather. Steer.” This analogy underscores the importance of constant environmental scanning and course correction.

Three Lenses for Enhanced Strategic Radar

To cultivate this essential “radar,” Florence Divet ☀️ proposes utilizing three analytical lenses to spot shifts early:

1. Internal Engine (What You Control)

This involves assessing internal capabilities and alignment, referencing frameworks like the McKinsey 7S model to determine if execution is truly feasible or merely aspirational. Florence Divet ☀️ questions whether organizations are genuinely equipped to implement their plans.

2. Market Battlefield (What You Can Influence)

Here, the focus shifts to understanding industry dynamics and competitive forces. Florence Divet ☀️ suggests employing tools like Porter’s Five Forces to identify where power truly lies within an industry and to uncover subtle pressures impacting the business.

3. Macro Weather (What You Can’t Control)

This lens examines the broader external environment, recommending the PESTLE analysis (Political, Economic, Social, Technological, Legal, Environmental) to anticipate large-scale shifts that could significantly impact financial performance, even if they are beyond the company’s direct control.

Florence Divet ☀️ further suggests integrating these scans with a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to provide a comprehensive view of both internal standing and external positioning. An optional consideration of the Ansoff Matrix is also mentioned for identifying optimal revenue growth strategies.

A Practical CEO “Radar Check”

To operationalize this concept, Florence Divet ☀️ recommends a concise yet powerful exercise for executive committees: a 10-minute “radar check.” Leaders are prompted to ask:

“What external shift could make our strategy obsolete within 12 months?”

According to Florence Divet ☀️, a lack of immediate responses to this question indicates a significant blind spot, rather than strategic consensus. This simple prompt, she argues, can be a critical tool for uncovering vulnerabilities before they become critical failures.