Archives For Strategy

I wrote recently of how it had occurred to me that it was absolutely critical for academia and business to come together for the greater good of global business and inter-culturism. Oddly enough, as I spoke recently on a global stage, my views were reinforced ten-fold.  As, on this particular occasion, I addressed a global audience of primarily academic and administrative attendees, it rapidly became apparent that they were not too accustomed to hearing from the business sector.  As I made my points and finished by commenting on the need for global business and academia to partner for the betterment of us all, I was greeted with applause and standing ovations. I thought to myself, “How remarkable – we all know we need to work together, yet the mention of actually doing so is a revelation.”

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Let’s talk about what it means to work Across Boundaries…. because the reality is that it can mean many things to many people.  In my world, working across boundaries is about lateral thinking… really comprehending that you are a single piece of a much larger puzzle and that your piece has a significant impact on the larger whole. It also means having the capacity to move across those boundaries to absorb knowledge from one context or discipline and apply it back into your area of expertise to create a free-flow of information – increasing your knowledge and the potential to “create a better mousetrap”. Think Leonardo DaVinci:

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Working across boundaries, more than anything else, means working together to solve problems that cannot be solved ~ or easily solved ~ by a single person, department or business unit.  It is critical that you, as a leader, consider (and learn from) the overall system and expect every person across every department to work together to figure out how to improve the overall experience for customers both internally and externally – the rest will naturally follow. The reality (whether you want to acknowledge it or not) is that you are part of a system… a network… an interconnected structure involving many people and multiple linkages.  Without each component part of the whole, there is little to offer the customer… or the market. Continue Reading…

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.

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Innovation.   Integration.   Motivation.

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

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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.

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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…

We hear about viAlice_door copysion, mission statements and values often enough, but why are they so important? Similar to Alice unsuccessfully trying to open the door to Wonderland, you must have the right keys to shape your company’s culture and reflect what you stand for.  They are the essence of your identity as an organization – your principles, beliefs, philosophies… and how you do business. Woven into the fabric of its culture, every work environment should strive to encourage positive values and discourage negative influences that affect behavior and outcomes. We all possess a moral compass, defined via our values, which directs how we treat others and conduct ourselves. As an organization, this can be a powerful tool to shape culture. Ultimately, it does not come back to the company, but its people…

Arguably self-awareness and integrity are an important subset of values, but self-awareness and the pursuit of the truth are so important that they should be on every company’s list of values. If integrity is best described by C.S. Lewis as “doing the right thing, even when nobody is watching,” having the ability to be completely honest about your own strengths, weaknesses, and biases is critical. In developing an authentic, sustainable culture this applies not only to the leadership team, but to every single employee. Self-awareness and integrity are easy to lose… and hard to win back. When cultures are failing there are root causes that must be identified, but that can rarely be fixed quickly – and certainly not by policy and procedural changes. During challenging times, leaders tend want to drink from the blue bottle and — ta da! – see that the company culture is fixed. Unfortunately, building, evolving and transforming cultures takes both time and hard work.

Here are 6 core “keys” that will help you to build toward an amazing organizational culture:

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