Archives For Strategy

Just as it is important for passengers to “Mind The Gap” to prevent injury, it is equally important for organizations to “Mind The Gap” so they do not fall into the traps that will keep them from moving forward – corporate culture in a global organization is extremely complex and fraught with many potential chasms. It is very interesting that people think differently, have different concepts of time, space, work, etc. – however, if we are not careful to appreciate and value the contributions and knowledge that people bring, it is easy fall onto the tracks dead center of an oncoming train! This may cause waning business results, the degradation of important relationships, the sacrifice of your own success, and ultimately – almost certain death! Because globalization continues to gather momentum, the interactions between people from differing geographies and cultures is frequent, and intensifies the complexities of organizational interactions. The more borders a company crosses, the greater the potential for misunderstanding and conflict amongst stakeholders, but also inherent is the potential for unimaginable reward. To succeed across both boundaries & borders, it is essential to break through the barriers of organizational culture and rigid patterns of thinking.

Continue Reading…

This week, I am going back a bit to dive deeper into strategy – actually, the execution of strategy – because I was reminded, yet again, of how much time and effort companies spend in developing and refining corporate strategies. Most often, only to find themselves overwhelmed while struggling to translate strategy into an effective operational plan that will facilitate long-term success.

Frequently, organizations strain even more when it comes to prioritizing and executing these plans. I have lost count of the number of executives I have spoken with that firmly believed they had winning strategies, yet those strategies never delivered the game-changing results that the leadership team thought they would. Failure to deliver on strategy is a pervasive problem in business today – studies consistently show that 60 to 80 percent of companies fail to successfully implement and secure the success they anticipated in their strategic plans. The ability of a company to effectively execute strategy and achieve long-term adoption remains sporadic, at best. The fact remains – there is an enormous gap between strategy and execution.

Continue Reading…

I was in a meeting with a senior executive recently, when he shared his concern that the processes and approaches the company is using to develop the corporate strategy may not take the business forward as planned, but backward. As we discussed his challenges, there were some key gaps that the organization was likely to fall into that could easily be avoided with a strong planning process. So, here are a few of the more prominent reasons organizations fall into the strategic planning gap…How many of these are evident in your business?

Continue Reading…

Virtual Success

June 1, 2022 — Leave a comment

Today, in many organizations, a significant amount of work is done virtually. Even in the most provincial of firms, it is rare to find all team members in a single location. Companies frequently choose people from across various global locations to work virtually in an effort to leverage expertise, as well as to save both time and money. With the advent of worldwide crises and events like global pandemics, the context of work is accelerating even more rapidly.

The structure of global business is moving away from traditional hierarchical multinational enterprises to more flexible international arrangements. It has been suggested that organizations will become more flexible, as well as learning and innovation-oriented, and will be realized through the expansion of global virtual teams (GVTs). These multicultural virtual teams provide diverse skill sets, and members’ diverse proficiencies can be leveraged to improve organizational outcomes. As a result, organizing work in GVTs has become the modus operandi. Team members are globally dispersed and heterogeneous across multiple dimensions. Global virtual teams span multiple countries, time zones, cultures, and languages – and they often rely on communication technology rather than face-to-face interaction. GVTs can be seen as catalysts for new forms of organizing, or perhaps even as organizational forms in themselves, changing traditional ideas about organizational boundaries.

The business justification for virtual teams is strong: they leverage expertise and vertical integration across the organization to make resources readily available, as well as increase the overall speed and agility of the organization. In addition, virtual teams draw talent quickly from various functions, locations and cultures. They reduce the disruption to people’s lives because travel becomes less of a necessity and team members can both broaden and deepen their perspectives (and their careers) by working across boundaries and borders on a variety of projects and tasks.

As a leader of virtual teams, your main goal should be to leverage your human capital to its utmost – as quickly as possible.  

Beware: How you choose to manage this process may be the difference between success and failure

Continue Reading…

All Roads Lead To Rome

November 9, 2021 — Leave a comment

There are several hundred national and regional cultures throughout the world. The enormity of the notion of deciphering the cultural norms of each of these diverse cultures is incredibly overwhelming. A dose of cultural intelligence goes a long way toward facilitating better relationships and reducing misunderstandings across boundaries and borders. Ideally, armed with some valuable information and tools, you (as a global leader) can acquire insight into the diverse cultures within which you interact – making it possible to adopt a cultural perspective toward teams, colleagues and clients that empathizes and is designed to align to the orientations of others.

If we are open to similarities versus differences, we can begin to see that it is possible to view all of the variant cultures through three lenses. These differing orientations will greatly increase the ability to successfully interact across cultures:

1) Task-oriented, highly organized planners (Monochronistics)

2) People-oriented, extroverts (Polychronistics)

3) Introverted, respect-oriented listeners (Reactives)

In a world that has globalized rapidly, the ability to interact successfully with colleagues from disparate cultures is seen not as optional, but as essential.

Continue Reading…

As we begin to explore and understand how cultural orientations affect our assumptions and perspectives, it is important to understand what a cultural orientation is and how it affects worldviews. Everyone has specific orientations, or ways of perceiving the world around them, primarily derived from our cultural background and the way we were raised.  These orientations, or world-views, combine to determine who we are and how we see the world around us. From that basis, we will begin to look at several layers of cultural orientation that specifically affect the way people view the world and the assumptions that are placed on interpretations in communication.

If we can leverage orientations to better understand our own perceptions, as well as help us to understand the complex network of cultures surrounding us in our work and in our lives, we can then begin to leverage cultural orientations as a communication tool for discovering creative solutions to problems – increasing the human potential of everyone involved, from every culture, and achieving success on a journey toward high performance and fulfillment that will far exceed everyone’s expectations. Let’s get started with the first set of cultural orientations…Power/Responsibility.

There are three critical elements to establishing how an individual or group may view where they, themselves, as well as others, belong on the Power/Responsibility continuum:

1) Humility: People should accept inevitable natural limitations and are not in control

2) Harmony: People should strive for balance with nature, having a clear understanding of what one can control and what one can not control… or

3) Control: People have determinant power and responsibility to forge the life they want, and are in complete control of every aspect of life

Humility recognizes that most things are out of our control. Success is viewed as a combination of effort and good fortune, but is never of one’s own doing. Humility teaches us to gracefully accept our limitations, however humility becomes ineffective when it leads to passive acceptance of fate and prevents individuals from taking proactive steps toward positive change. It can lead to self-fulfilling prophecies perpetuating the status quo and causing missed opportunities. On the other hand, humility can teach wisdom: we can learn to accept what life has for us (gratefully or with a grain of salt), relieving us of the burdens of feeling responsible for what happens –  everything is beyond our control.

Harmony is the center-point of the continuum between Humility and Control, and is all about balance – knowing when to act and when to let go; maintaining balance between opposite forces. Those who strive for harmony tend to create an atmosphere of consideration and mutual respect.  There is a clear sense of when to take control and when to fall back and accepts that there are limitations. This approach fosters an atmosphere of unity and collaborative processes that lead to global success. The leader who knows when to listen, when to act, and when to withdraw can achieve anything.

Control-oriented individuals feel they are in charge of their own destiny – a belief in man’s will over nature, relationships, and happiness, as well as academic or business success. The positive side of control is that it often leads to productivity and strong self-fulfilling prophecies – one can achieve anything one puts his/her mind to.  It exudes a sense of optimism and an ability to attain extraordinary goals. The ugly side of control is arrogance and the potential for guilt and frustration when things do not happen as planned. After all, if you believe you are in complete control, it is also your fault when success is eluded. In addition, it is a high-risk proposition to try and control your environment and relationships – you may find in others an unwillingness to comply that ultimately impedes your goals, and thus your success.

Now, imagine the difference if you could begin to leverage the richness in each orientation, while being aware of, and watching for their downsides amongst your diverse global counterparts. If you understand that your own sense of Power/Responsibility may lie toward the control orientation on the continuum (for example), but you need to successfully establish annual goals with your staff in Asia, which are likely to lean more toward a humility driven orientation, how might you shift your approach to communicate in a way that may result in better cultural understanding and buy-in? If you need to change a process, how might you leverage your knowledge of Power/Responsibility and the associated orientations to alter your communications between geographies to facilitate excitement and buy-in to change across various regions? Your understanding and use of cultural orientations communicates a sensitivity that will facilitate faster, more effective results in a fraction of the time that a “one size fits all” communication approach can ever hope to achieve.

If leveraged correctly, this concept will allow you to discover new options, shift perspectives, and quite possibly, to leverage differing orientations as you move between and amongst different geographical locations and cultural orientations. My theory…Acting Local is Acting Global.

As a global leader, how will you balance differing cultural orientations across your diverse organization?

For the next several weeks, I will be discussing specific cultural orientations that will facilitate successful communications and business results across cultures.  You can contact me at sherilmackey@gmail.com. Check back next week for the second in a multi-tiered discussion on understanding cultural orientations for successful communication Across Boundaries & Borders, Time Management Orientations.