We all learn in different ways. One approach says there are three basic learning styles: visual, through seeing aural, through listening feeling, through trying/ doing. Organizational change usually requires learning
Summary of Suggested Rules:
- A strategy that changes too often puts initiatives and execution in disarray.
- A strategy that changes too infrequently becomes irrelevant. The targeted outcomes and their associated initiatives are relevant by chance rather than by design.
- Few organizations can change their strategy at the speed of change. Most strategies reside in binders and PowerPoint presentations. They are not easily altered, and rarely read.
- Organizations can translate their strategy into targeted outcomes. It allows the organization to modify these targeted outcomes and their associated initiatives at the speed of change. Execution stays relevant.
- Strategy as translated into targeted outcomes can exist at any level of an organization. Targeted outcomes are the object of successful execution. The above rules apply to execution at any level of an organization.
The University of Michigan, surveyed 308 executives during 2005 on the variables that were most likely to derail their strategy. The variable chosen most frequently, by 38% of the respondents
There is some disagreement around the value of the creation of an Office of Strategy Management. Some years ago I suggested that there was a needed successor to the Program
One of the first things that I do with a new client is to ask to see any documents regarding their last strategy. What I get is usually a thick
The Tower of Babel It is exceptionally difficult getting everyone on the same page to execute a strategy or high-level targeted outcome. It’s especially hard to do when
Much of the change in organizations seems be unpredictable to those experiencing it. In those cases where you feel that you are the one instigating the change, it feels unpredictable