Navigating strategic complexity Part II

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Last month I suggested that organisations should continue to draw on their existing planning, budgeting and strategy processes for insights. This is because these provide an array of data that is both valuable and actionable. For example, organisations with sales and marketing teams collect real time and forecast data from their customers that is helpful […]

Navigating strategic complexity

Navigating strategic complexity

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I opened a scenario workshop recently by suggesting there were at least two ways to do strategic planning (and, of course, there are more). One approach extrapolates a line of regression beyond the current time period (this year for example) forward into the future. With this approach a steady trajectory of growth is forecast with […]

Organisational alignment for enjoyment and performance

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Imagine an organisation in which everyone works together, collaboratively and enthusiastically, to achieve a common and worthwhile goal.  Ultimately that’s one key purpose, perhaps the key purpose, of organisations — to coordinate effort and expertise to achieve a common purpose.  Imagine an organisation where the efforts of every person contribute to the same (or compatible) […]

CHANGE – What do we mean by success? Pt. II

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In part one I asked the difficult question, ‘How do we determine success when investing in organisational change?’ I ask because this question does not seem to be at the fore of decisions about which change approach to take. Perhaps it should be. In this, the second in the series, I frame success by asking […]

CHANGE – What do we mean by success? Part I

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A few years ago, I facilitated a conversation on the differences between Organisational Development and Change Management, two of the more prominent approaches to organisational change. The conversation took place in a LinkedIn group with almost 60,000 professionals registered. The point of the conversation was to understand if professionals involved in change were aware of […]

DIAGNOSIS – From 30,000 ft

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Harvard Professor Clayton Christensen wrote a worthwhile and readable article on the topic of management theory for the September 2003 Harvard Business Review. In it he offers a metaphor which is very relevant to the topic of diagnosis. The story goes like this. A patient walks into a doctor’s surgery with alarming symptoms. When she […]

SYSTEMS – More than we think?

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Systems is an unfortunately ambiguous word that can mean many things. It can mean, for example, a software system such as excel, Oracle, SAP, or salesforce.com. It can also mean a group of interrelated processes such as in sales; lead generation, prospecting, opportunity and lead management, contracting and closing, as well as incentivisation. Of course, […]