Archives For organizational insight

Successful Strategy

November 9, 2017 — Leave a comment

GlobalSolutions

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?

Reason Number 1: Lack of leadership engagement

One important reason behind a company’s inability to create a visible and viable strategy is that, frequently, key senior leaders are not appropriately engaged in the development process. This frequently means that critical success factors are not considered, priorities are unclear, and incomplete strategies are developed. Leaders must immerse themselves in the process to understand how the gears of the business engage – how their domain aligns to and fits with the other critical pieces within the corporation.  Critical insights and knowledgeable contributions regarding all aspects of the business will provide the pivot point for the strategic planning process – key decisions emerge from a compilation and understanding of leader’s perspectives. Companies often believe that strategic plans can be developed in one or two day strategic planning sessions – this is simply not true. Strategic planning is a dedicated process that is developed over a period of time with all senior leaders engaged and participating – not to mention, an ongoing process that drives the ability to stay ahead of the competition.  Without a strong process for engaging leaders and formulating strategic plans as a unit, companies often end up with plans that are meaningless from a strategic point of view.

Reason Number 2: Leaders lose sight of the difference between strategy and planning

Very often I come across companies that confuse strategy with planning.  The annual financial and operating planning process drives many corporate strategy exercises – which is a backward premise. They are different activities and should be treated as such: strategy is about developing a framework that drives future actions and decisions; planning is about resource allocation. Critical strategic decisions don’t fit within the annual planning timetable and neither should the strategy development process. When strategy and planning overlap, the plans thrust upon the organization are anything but strategic in nature. Upon closer examination one may find that these plans are (at best) a collection of tactical plans targeting operational efficiency – operational efficiency IS NOT by it’s nature strategic.

Reason Number 3: Too much data, too little insight vs. too much insight, too little data

Few companies have a structured process for scanning the environment and observing emerging trends. There is either an information drought or an overload of information – generally, there is no middle ground. When there is information, often companies do not know how to draw any strategic meaning from it. In the absence (or lack of usability) of relevant data, assumptions are made that may not reflect the reality of the environment, which means a rapid decline in credibility and relevance of the strategic plan. While it is definitely not advisable to engage in paralysis  by analysis – it is important to gather as many facts as you can, within a limited amount of time, apply what you know, and move forward with a decision.  It is key insights based on the information you have (depending on risk factors, often 80% is good enough), not excessive data, that will drive a successful strategy.

Reason Number 4: Insufficient alignment, commitment and communication.

When the process is structured correctly, the leadership team has invested significant time creating the strategy together. A common result is that they come to believe that the strategic intent is clear to everyone across the organization. In most companies this is far from reality, and the strategy is left to interpretation. This creates organizational misalignment, with group or divisional strategies not fitting comfortably within the whole.  The strategy process should include ensuring that executive alignment and commitment is strong, but also that sufficient time and effort is spent on communicating the strategy throughout the entire organization to ensure there is understanding, buy-in, and integration across the company. Problems often surface when there is a lack of alignment and integration – strategically, operationally, and interpersonally.

As an organization continues to deliberate strategy as an abstract concept or simply a mandated process, the typical result is that strategic plans are not living documents and do not deliver the desired results.  Any one of a million reasons can derail the strategic planning process. As this repeatedly occurs,  the concept of strategic planning is eroded to such an extent that the exercise is taken up just as another routine, isolated from the business of the company. The strategy process should bring rigor and challenge to the leadership team’s thinking – it should result in a strategic plan that is alive in everyone’s mind, engages community ownership, and provides a driving force that guides the company steadily toward competitive advantage.

Is your strategic planning process is on track?  Here are some potential indicators:

  • Are all of the organizational, divisional and team leaders engaged (at the appropriate levels)?
  • Is there a clear understanding, and separation, of strategy and planning? Is strategic planning a dedicated, ongoing process?
  • Is there good balance and perspective between data collection and business insight?
  • Do all the key players understand their place in the strategy and how it all fits together as a complete puzzle?
  • Is every leader, at every level, committed to the strategy? Is it a cohesive group effort?
  • Is there a strong communication component within the strategic plan?
  • Is the strategic plan a living, breathing document that everyone is working toward achieving?

There is only one way to a great strategic plan –  a dedicated, integrated strategic planning process that ensures a climate of trust and the innovative business ideas of leaders.

Please engage the discussion and let us know how you mind the strategic planning gaps in your organization. Please feel free to contact me at  Sheri.Mackey@LuminosityGlobal.com or by visiting our website at www.LuminosityGlobal.com. Check back soon for the next installation of Leadership Across Boundaries & Borders.

Slide1Last week I was at a conference with the key focus of understanding creativity – in its many forms.  I really wanted to better understand how I could steer clients toward “creativity” from a business perspective – in such a way that they will become not only the best leaders they can be, but the best individuals they can be overall. There was time built in to ponder our own potential and discover how to continuously re:create ourselves from an artistic perspective, but it was interesting to me – there was no mention of business leaders and how we, too, can leverage creativity in different ways to become exceptional.

There were several very wise speakers, each with their individual area of expertise and focus. Despite the fact that this was not a business-focused event, each speaker caused me to stop and reflect in very different ways – I really appreciated the opportunity to remind myself that, as a leader, I am creative and need to  continuously broaden my thinking in different ways.

Often people think, as leaders, that we are not creative.  Fortunately, that is a myth. Creativity is problem solving: just as a painter sees a beautiful scene and recognizes it needs to be painted so others can enjoy it, a leader sees unmet needs and brings resolution to those challenges in creative ways. If we were not creative we would not have the capacity to lead effectively – constantly providing guidance and direction to others that may have little in common with us, deriving new policies and processes that will evolve our domain, or creating new business models that will revolutionize our organizations or industries in unforseen ways. You may not paint, take incredible photographs, write songs or beautiful prose – however, if you are out there making a difference in peoples lives and trying to change your world, chances are… (yes, I will say it!) you are creative.  If you are not doing these things, perhaps you should consider the opportunity you have missed – and re:create!

How do you constantly Re:create to impact your world?

Please engage the discussion and let us know how you are creative in your leadership role. Feel free to contact me at  Sheri.Mackey@LuminosityGlobal.comor by visiting our website at www.LuminosityGlobal.com. Check back soon for the next post on Leadership Across Boundaries and Borders.

Innovation.   Integration.   Motivation.

Once last time, three simple words… Each of these is extremely complex and rarely executed.

slide1

In order to win the war for global domination, we must engage both our colleagues and our employees on three key battlefields: Innovation, Integration and Motivation. This week, we will address the third of these combat zones: Motivation.

We don’t need Research to tell us that a motivated, engaged and responsive workforce is substantially more productive than unmotivated, apathetic troops. When workers feel engaged, they are more likely to work harder for the good of the company because they can see first-hand what their contributions mean to its success. Employees who work with passion and feel a deep connection to the company are the ones who drive innovation, take more initiative, deliver higher quality work and move the organization forward.

Want to encourage and inspire motivation? First, understand what motivation at work is – really. Continue Reading…

 

Innovation.   Integration.   Motivation.

Three simple words… however, implementation is extremely complex and rarely executed.

slide1

In today’s challenging environment, leadership has never been more complex.  As leaders, we are the Commanders of our troops and have a responsibility to ensure we are consistently pushing forward to ensure victory. While the obvious route is to cut costs, limit availability of resources, manage cash efficiently and hold down the fort until reinforcements arrive – this is merely defensive maneuvering.  It is absolutely essential that we, as leaders, recognize that we cannot win the war of sustainable competitive advantage without going on the offensive to courageously engage people as a competitive weapon to ensure we are victorious. Continue Reading…

Slide1Creating a great company culture can feel like chasing the White Rabbit down the rabbit hole… everywhere you turn are examples of what happens when a company culture goes south. This is most often because companies often get caught up in the day-to-day challenges of running the business and forget the importance of creating a remarkable company culture.

Establishing a culture you believe in means having a clear and consistent vision and knowing how you’d like everyone, inside and outside the company, to view the organization. Many old-school executives often view the order of operations as Profit, Policy, Process… and then People. This is completely backwards – it’s people that make a business successful and people that create a culture. The greater the inclusion of people, the more significant the contributions made… which flows over to customer satisfaction – and increased revenue.

Similar to the conversation between Alice and the Cheshire Cat in Lewis Carroll’s Alice in Wonderland, “if you don’t know where you want to go, then it doesn’t matter which way you go” – so it goes with culture. When you don’t have a clear vision, strategy and plan for execution it doesn’t matter who you hire or what you do – you will wander aimlessly, never arriving at your desired destination. If you have a vision without a strategy, or a strategy without a plan for execution, your corporate culture will fall right down that rabbit hole into Neverland… oops, I mean Wonderland!

Continue Reading…

Slide1

Globalization and rapidly changing technology continue to sweep the world. All organizations work across boundaries and  borders of one type or another and face significant challenges as they seek to reach and maintain market leadership.  Inherent in those challenges are often unrealized opportunities. One such opportunity, teams, offer a wealth of leverage to the discerning  leader. Our research repeatedly identifies the following advantages when teams are leveraged effectively:

–       Economies of scale and scope are realized

–       Effective learning & knowledge transfer takes place

–       Strategic capabilities are enhanced

–       More innovative products and services are developed

–       Better understanding of customers is achieved

–       Strong cultural intelligence fostering competitive advantage is accomplished

Continue Reading…