Here at RESULTS.com we recently chose to update our company vision. Obviously, this is not something to be undertaken frequently or frivolously.
A Japanese proverb says, “Vision without action is a dream. And action without vision is a nightmare.” For any successful organization, the vision is the strategic plan. And yet many leaders find themselves in the nightmare of constantly putting out fires and working “in” the organization instead of “on” it.
Book Review of The Tyranny of Metrics by Jerry Z. Muller
Helping business leaders to identify the right metrics (key performance indicators) is a core part of any strategy consulting practice.
Since you'll complete your strategic planning at meetings, following the 5 P’s of productive meetings ensures that you approach them with the right mindset. Following these principles enables you to conduct an effective process, to be clear on the decisions that you will make, and to set yourself up with the best plan to execute on your strategic priorities.
Here are the 5 P’s as they apply to strategic planning meetings:
You know the feeling: One day you find yourself looking for "creativity" in the tiniest nooks and crannies of your business processes. And then it hits you: Somehow you've lost sight of the universe in which your business exists. Every successful leader has felt disconnected like this at some point. You don’t know what needs to change, but you know that you’re looking for the answer in the wrong places.
A client asked recently, “What is the difference between a Strategic Project and a regular Project?”
Worldwide, employers are finding it difficult to find and retain skilled workers. At the same time, employee expectations have evolved dramatically, making the market for the best people more competitive than it has been for nearly a decade.
Here's a classic marketing story that I love. It's about an elderly woman who needs to buy a new furnace to replace the one in her home that has just failed. Naturally, she goes to an appliance store. There's only one salesman on the floor, so she waits patiently for him to complete a phone call. Then he walks over and introduces himself.
One of the key aspects of a maturing organisational structure is developing and documenting standard procedures. Doing so has a huge benefit for both companies and individuals, of course, but we’ve found that it comes with a downside: we frequently see that processes can slow down innovation and embed the status quo. They can create a dangerous ‘this is how we’ve always done things’ mindset.
I wanted to be a fighter pilot when I was a young boy growing up in New Zealand. That was my first BHAG. I joined the Air Training Corps as a cadet as soon as I was old enough. I learned to fly solo in a glider when I was in high school. I studied math and physics because I knew you needed that to be a fighter pilot, and, as soon as I was old enough, I applied to join the NZ Air Force.