Strategy in the age of urgency

Strategy in the age of urgency
Brian Clark

There are some organisation and culture shifts you and your leadership team may want to consider when developing your strategy.

Focus on speed by encouraging decision- making outside safety net you may have in your culture. Do your people make decisions with enough information or are decision stalled by too much research and risk aversion?

Design your strategy and execution plan to accommodate the dynamism that exists in your industry sector(s), competitors and within your organisation. Resist the common temptation to build objectives based on expected outcomes and focus on value creation. Value creation may demand more course correction and fluidity in business processes.

Push decision making to the points in your organisations that are faced with the immediate need to make those decisions. Remove your fear and recruit and develop your people to make decisions rapidly and in response to needs. This is becoming even more critical in the competition for the best customer experience.

Change your training models to focus on individual needs. One size fits all may be ok for compliance training but if you want to attract and retain talent, you must offer tailored development that will benefit your people and your organisation.

As you empower people to make decisions quickly, change your thinking about leadership. Shed the outdated model of leadership bestowed by title and position. Any person can be a leader and you want as many in your organisation as you can recruit and develop.

Using principles to align your people and your organisation is far more effective and adaptable that stacks of policy and procedure manuals. Principles require modelling and incessant communication at all levels of the organisation and particularly by leadership. Principles need to be part of the performance review process.

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