Strong, well respected businesses that cannot adapt quickly often lose their markets and market share within months. To stay relevant you must inspire your organization using methods that promote successful internal innovation, intrapreneurship and organization adaptability leveraging the collective IQ. Be inspired by this award-winning keynote.
The development of a vision and a strategy is the most critical factor to ensure the long term success of an organization. Nevertheless, the vision often ends up decorating presentations and the company’s website. Clarify your purpose. How do you propose to create value? A renewed view in the development of the vision and the strategy as input to a successful execution.
9 out of 10 strategies fail to get implemented. The ideas may be great but designing a plan and designing the execution are different agendas. Rediscover the true spirit of Strategy Maps and Balanced Scorecards and you will look at your strategy like never before. Create cause and effect roadmaps, measure, define goals and link your projects.
95% of the contributors of an organization do not understand the strategy. Alignment is not perceived as a source of economic value, each area manages its own agenda, but are they aligned with the organization’s strategy? Align, see how to deploy the strategy at different levels of the organization capturing the value of the synergies.
Companies need to leverage the “contextual IQ” of its collaborators to successfully implement and execute initiatives. From the “big-picture” goals to the contributors’ ideas and efforts. Engage employees to embrace new improvement initiatives. Learn the IM steps, discuss case studies and generate continuous learning capabilities.
The strategy is updated to meet the demands of a changing world, but its processes don’t do it at the same rate. This delay can impact the long-term prospects of the organization. Update the processes that have the largest impact to your strategy. The transformation demands a formal relationship between the strategy and the processes. Learn how to generate linkages between the plan and the operation, identifying improvements.
Including the strategy in the executive agenda is not enough; the strategy must have its own agenda. “85% of the executive teams dedicate less than an hour a month to discuss the business strategy”. Separate the strategy from operational themes. Learn to adapt your strategy to the business results and the environmental changes in order to reduce threats and tap into more opportunities.
If the strategy management success rate is low, then you need an Office of Strategy Management (OSM). To sustain the change, it is important to define an owner, a role, a process and a structure. OSM promises benefits to whom can transform it into a central competency, guaranteeing the continued success of the transformational process and ensuring a superior performance.
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