WHAT IS MORE IMPORTANT: THE PEOPLE YOU SELECT or HOW THEY WORK TOGETHER?

WHAT IS MORE IMPORTANT: THE PEOPLE YOU SELECT or HOW THEY WORK TOGETHER?

In my experience, no matter how good your selection processes are, or how talented your people are, you will not be successful unless they understand, value and trust each other.

Which do you think is more important? Why?

ARE WE INDIVIDUALS FIRST OR COMMUNITIES?

Margaret Thatcher famously said: "There is no such thing as society:
there are individual men and women,
and there are families."

I think the ancient Chinese poem attributed to the Sage Wu Wei Wu, is more correct: "Why are you so unhappy? 
Because ninety nine percent of what you think, 
And everything you do,
Is for yourself,
 And there isn't one.”

WHAT DO YOU THINK?

WHY DO SO MANY MANAGERS HATE THE STRATEGY PROCESS?

WHY DO SO MANY MANAGERS HATE THE STRATEGY PROCESS?

In my experience many line managers dread the annual strategic planning ritual. Too many processes are driven by numbers and analysis in large spreadsheets. It has little impact on organisation’s actions. It does not produce novel strategies. Instead, it perpetuates the status quo.

In a predictable market where there are few changes required in either technology or people, a weighting towards logic may be appropriate; however, in a less predictable market (and today most are) more magic (sometimes called Wicked) approach is needed

In my experience most New Zealand organisations rely far too much on the logic approach. As a result, many strategic workshops are boring, and not nearly as successful as they could be. We need a new model of strategy.

What do you think?

WHO SHOULD DRIVE THE STRATEGIC PROCESS - ANALYSTS OR LINE MANAGERS?

WHO SHOULD DRIVE THE STRATEGIC PROCESS - ANALYSTS OR LINE MANAGERS?

In my experience Line Managers are far better drivers of strategy because they understand the issues and reality in the market place. They are also the people who must execute the strategies and therefore their ownership is vital. Managers do not have sufficient ownership or understanding when strategies are presented to them by analysts. 

What do you think?

TWO SCHOOLS OF STRATEGY

There are two schools of thought about the Strategic Process:

1. Logic School - A left brain and linear school
2. Magic School - A right brain and nonlinear school.

Both schools have their strengths and weaknesses. It would be wrong to disregard either; however, in my experience most New Zealand organisations rely far too much on the Logical approach. As a result, many strategic workshops are boring, lack acceptance and not nearly as successful as they could be.

http://www.virtual.co.nz/index.php?n=Products.BruceHollandSStrategyProduct

WHEN MIRACLES ARE POSSIBLE

Hear Charles Eisenstein talks about miracles. 

He defines miracles as things that are impossible given old ideas of reality. 

New ideas of reality mean these things may no linger be impossible. 

These miracles are changing the world into something our hearts know is possible.

https://www.youtube.com/watch?v=Mjoxh4c2Dj0

WHY YOU SHOULD BURN YOUR STRATEGIC PLAN

Most strategy processes fail to get it off paper and into heads. And I mean EVERY head. Otherwise it remains theoretical nonsense that belongs to someone else. If it's done properly, you should be able to burn the final document confident that everyone understands what they have to do. 

It would be great to use this as a way of sharing deeper buying and understanding of strategic direction. What are the best ways you know to achieve this?