OPERATIONALIZING STRATEGY
All strategy can be simplified into the
three questions: Where am I now? Where do I want to be? How do I get there? The
questions are easy. The answers however are very complex giving rise to lots of
theories, business models and books.
Ask 10 people where they are and despite
being in the same place they may well give different answers: in a room, in a building, on a street, in a
town, the sheer number of ways that the question could be answered is thought
provoking. Ask them where they want to be and the range of possible answers
becomes infinite.
Imagine therefore how difficult it must be
to gain consensus on where you are in the context of something intangible.
Where are you in people’s thinking? Where are you in market expectation? Opinion
polls struggle to answer this and for a Leader seeking to create consensus on
position, plan and progress this is a challenge. Is this why the current period
is being described as post-truth (fact-free) period of politics and change?
“Where am I now” Isn’t as simple as No9 product in the UK
market
It is increasingly a statement of values and
beliefs rather than position.
“Where do I want to be” Isn’t as simple as
Be the No1 product in the UK market
It is increasingly a statement of hope and
opportunity rather than a place.
“How do I get there” Isn’t as simple as Cut
costs, rationalize distribution and grow market share.
It is increasingly a statement about
attitude and perception rather than physical changes.
In each case there is a need to curate the
messages and meaning that motivate and direct energy, but also a corresponding
need to ensure that the energy is being focused on the Critical Success Factors
that make a difference.
It could be said that Operationalizing
Strategy demands a unique blend of leadership and management. It is often said
that leadership is about doing the right things, whereas management is about
doing things right.
Often Leadership comes out on top as being
the more important. However following big changes which will come from Trump
and Brexit you may be wishing for a balance between rhetoric and fact, vision
and implementation.
Vision without action is merely a dream.
Action without vision just passes the time. Vision with action can change the
world.( Joel A. Barker)
ABOUT THE AUTHOR
Tim Rogers is an AMPG Qualified Change
Practitioner, a PRINCE2 Project Manager, with an MBA in Management Consultancy.
Past projects have included the incorporation of Ports of Jersey and Operations
Change and Sales Support for RBSI and NatWest. He is a tutor/lecturer for the
Chartered Management Institute, and a
past curator for TEDx (TEDTalks)
Web: http://www. AdaptConsultingCompany.com
Twitter: @AdaptCCompany
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