Why Your Employees Don’t Care About Your Business Strategy


In my experience, most employees want to engage with their company by getting involved in strategy creation and execution – they really do care about the work of their company and they want it to be successful. The problem is there are just too many obstacles getting in the way.

How can business leaders increase employee engagement with their company’s business strategy?

(1) Ensure that employees have the opportunity, and are actually able, to participate in meaningful ways in the creation, execution, and management of your business strategy,

(2) Translate your business strategy into action via a strategy map and use it to tell your strategy story and engage employees further with your strategy and what it really means, and

(3) Use your strategy map to help employees see how their work contributes both directly (via business processes and strategic initiatives), and indirectly, to strategy execution success.      

 

In the end, it’s important to get your employees involved and engaged with your company and business strategy because, regardless of which business sector or industry you are in, high levels of employee engagement are good for your customers and stakeholders, your employees, and, ultimately, your business. 

via Why Your Employees Don’t Care About Your Business Strategy – SFO Blog – Helping You Build Your Company into a Strategy Focused Organization.

Success For Organizations Comes From The Ability To Drive The Strategic Transformation At The Most Critical Points. “Business As Usual” Is A Very Dangerous Expression These Days


Freefall“Transformation” may sound a bit OTT but, if the Culture and Operational Structure are not aligned to the goals of the organisation “change” simply does not convey the scale of the challenge.

If “leaders” prefer to overlook even the most glaring changes in the economic environment in which they exist, preferring what they are familiar with and a belief that they will “turn the corner” they may not be worth following.

In the multitude of voices and noises, strategic and organizational paradoxes, CEOs and their executive team need to learn to navigate, transition and lead their organizations into a new future. Companies that failed to transform their organizations because they put too much emphasis on tools and technology and not enough on foresights, mental mindsets and leadership behaviours. Their leaders failed to develop the shared visions, values and beliefs that serve as foundation for dynamic culture and to engage all employees to co-create the new culture and to provide opportunities for them to initiate and participate in a shared destiny.

via Success For Organizations Comes From The Ability To Drive The Strategic Transformation At The Most Critical Points. “Business As Usual” Is A Very Dangerous Expression These Days. – innovation playground Idris Mootee.

Where is your momentum for 2012 coming from?


Like in life, business momentum means increasing the things that move you forward and decreasing those that hold you back. Momentum, by its nature, requires a lot of upfront push to get the ball rolling. Here are four suggestions to jump start the momentum in your 2012 strategic planning efforts, which we think are pretty handy for applying to our own individual lives as well.

  1. Eliminate Your Energy Drains and Recharge Yourself

Energy drains are those things that drag you down. It’s this kind of friction that can rob you of making progress where it matters. Find the time to do the things that give you energy. Then stick a post-it note next to each drain you identify with an idea for getting rid of it. Then direct this newly unleashed energy to overcome inertia and get your strategic objectives on track.

  1. Conquer Your Fears—Concentrate and Be Brave
    The greatest source of procrastination is often a deep-seeded fear—fear of success, change, failure, ridicule, or even just the unknown. Take a daily step to remove your fears by asking yourself every day, “What would I do today if I was really brave?” Mark Twain once said that if the first thing you do each morning is to eat a live frog, you can go through the day with the satisfaction of knowing that that is probably the worst thing that is going to happen to you all day long. So go ahead– be brave, eat that frog and get on with your charge!
  2. Let Things Evolve
    When the flywheel of momentum starts to turn, pay attention to clues, connections and opportunities that are presented. Be aware of environmental shifts and market changes that may strengthen the guiding role a strategic plan plays during these times. Don’t plan yourself into a corner that won’t be relevant next year. Have a goal in mind, but be flexible on the process of getting there. It will make the path one that makes sense to travel.
  3. Be Committed
    No matter what your organizational goals are, or how difficult they’ll be to achieve, maintaining momentum requires commitment. Be committed to the strategic management process, as it takes new habits to reference and incorporate long-term considerations into day-to-day actions. Be diligent and have patience, because like anything of importance, strategic achievements require a proper cycle for fulfilment.

– Copy adapted from Strategic Planning for Dummies, which was written by Erica Olsen

Adaptability: The New Competitive Advantage


Geary Sikich quoteNo wonder many of C-level Exec’s and institutions, that thrived in the industrial era, are “failing” in the Digital Age, when so much of what they held dear and used as justification for excessive remuneration and bonus packages, have been shown to be deeply flawed: economics; financial and risk management. Some do claim that they are now looking to “innovate” their way toward a brighter future but the evidence suggests that their idea of i-nnovation is more about re-packaging the same old “win/lose” propositions: destructive creation!

What IS required is the type of “creative destruction” that benefits stakeholders and leads to “win/win”: now that is I-nnovation that customers can understand and embrace. Alternatively, customers will look for VALUE from new entrants to a given marketplace…whether these be new players (without legacy issues) or established players from emerging markets. Read more of this post

Strategy under uncertainty: McKinsey Quarterly – Strategic Thinking


Revisiting a McKinsey article from 2000. If business leaders haven’t realised that we are facing, at least, Level 3 uncertainty they may just be stupid or lucky enough to “muddle through”…not much of a strategy though!

Whilst I agree wholeheartedly with the sentiment behind this article it is worth remembering: whilst we have a single history, we have multiple futures

Chart: The four levels of residual uncertaintyAt the heart of the traditional approach to strategy lies the assumption that executives, by applying a set of powerful analytic tools, can predict the future of any business accurately enough to choose a clear strategic direction for it. The process often involves underestimating uncertainty in order to lay out a vision of future events sufficiently precise to be captured in a discounted-cash-flow (DCF) analysis. When the future is truly uncertain, this approach is at best marginally helpful and at worst downright dangerous: underestimating uncertainty can lead to strategies that neither defend a company against the threats nor take advantage of the opportunities that higher levels of uncertainty provide. Another danger lies at the other extreme: if managers can’t find a strategy that works under traditional analysis, they may abandon the analytical rigor of their planning process altogether and base their decisions on gut instinct.

via Strategy under uncertainty – McKinsey Quarterly – Strategy – Strategic Thinking.