(C.K. Prahalad) Many companies are more familiar with strategic planning than they are with strategic intent. The planning process typically acts as a"feasibility sieve." Strategies are accepted or rejected on the basis of whether managers can be precise about the "how" as well as the "what"oftheirplans.Are the milestones clear? Do we have the necessary skills and resources? How will competitors react? Has the market been thoroughly researched? In one form or another, the admonition "Be realistic!" is given to line managers at almost every turn. But can you plan for global leadership? Did Komatsu, Canon, and Honda have detailed, 20-year strategies for attacking Western markets? Are Japanese and Korean managers better planners than their Western counterparts? No. As valuable as strategic planning is, global leadership is an objective that lies outside the range of planning. We know of few companies with highly developed planning systems that have managed to set a strategic intent. As tests of strategic fit become more stringent, goals that cannot be planned for fall by the wayside. Yet companies that are afraid to commit to goals that lie outside the range of planning are unlikely to become global leaders. Although strategic planning is billed as a way of becoming more future oriented, most managers, when pressed, will admit that their strategic plans reveal more about today's problems than tomorrow's opportunities.
excerpt from: Strategic Intent
by Gary Hamel and C.K. Prahalad
#leadership #strategy #management #thoughtleader
Work hasn't always been perceived in this way. Work and the perception of work have changed and evolved. We adopt the attitude toward work that our parents taught us; or we assimilate the attitude currently held by the strongest influence: our peer group or our employer. For many of us, work has become who we are. It is how we define ourselves. Unfortunately, that often means that work is life without fun, without friends, without family. In The Working Life: The Promise and Betrayal of Modern Work, Joanne B. Ciulla says - "work sometimes substitutes for the fulfillment we used to derive from family, friends, religion, and community". One of the first things Americans do when they meet someone new is say, "What do you do for a living?"
On a timeline of work attitudes, work has evolved from Aristotle's "work is for slaves" to Calvin's "work is a commandment" to Franklin's "work is a virtue" to Industrialism's "work is the key to wealth" to the 1990s' "work is who I am".
Regardless of where society happens to be on the work-life timeline, it is possible to intentionally adopt individual elements into the current prevailing attitudes. Specifically, it is possible to reintegrate fun into our work.
If your employees resist change by saying: "Just wait, things will go back to normal, " then you should seriously consider implementing these eight pillars of success for enduring change.
Establish leadership commitment with a long-term vision for change. Successful change cannot be a fad or a quick fix; it is not disposable. No matter how good your plan, it will not be successful without absolute leadership commitment.
#leadership #change #changemanagement #mondayfoodforthought
Yes, you can suggests this short article--as long as you approach the challenge smartly.
- Catalyst Consulting GroupPresident, 1987 - present
- Change Is Fun Knowledge Center (current)
Leslie Yerkes has been advancing the cause of positive organizational culture for over twenty-five years, ever since she started The Catalyst Consulting Group with a mission to do “consulting with a conscience.” Her interests are many but her vision for a workplace emboldened by empowered, enthusiastic employees and managers is singular.
Author of six books, including three for Berrett-Koehler, Leslie tends to run with her enthusiasms only after testing their viability in the rubber-meets-the-road environments of the organizations she consults with, be they small passionate non-profits or global Fortune 50 conglomerates. She nailed fun at work with co-author Dave Helmsath way back in 1997, (in 301 Ways to Have Fun At Work,), and revisited the concept with the essential Fun Works, Creating Placers Where People Love to Work, in 2001.
Her perspective on culture and leadership is complex but practical, sophisticated and deeply humane. It’s focused on how to optimally build business success by appreciating and supporting the strengths of the people and culture which make up the human core of the organization.
Leslie earned her Master of Science in Organizational Development at Case Western Reserve University after graduating cum laude from Wittenberg University with a BA in education. Leslie has taught at John Carrol University, Baldwin Wallace College, and, she is on the faculty at the Weatherhead Dively Center for Executive Education at Case Western Reserve University.
Leslie is co-author of the best selling 301 Ways to Have Fun at Work (Berrett-Koehler) and is the author of Fun Works: Creating Places Where People Love to Work (Berrett-Koehler); Beans: Four Principles for Running a Business in Good Times or Bad (Jossey-Bass) ; They Just Don't Get It: Changing Resistance Into Understanding (Berrett-Koehler); and in 2008, Beyond Kicks Carrots: Motivation for the 21st Century (Norma Sustenere Publishers.)As a consultant, author, thought leader, and keynote speaker, Leslie is all about deep change and other kinds of daring.
Topic summary for keynote speaking, one day programs, break-outs, facilitation
EIGHT PILLARS OF SUCCESS FOR ENDURING CHANGE
“Integrate with all systems and structures. No plan for change is separate and distinct from the organization which is changing. The plan must be integrated with all existing systems and structures to remove obstacles and sustain change in the future.”
Management and Leadership
“To succeed in anything you must enhance your leadership and management capabilities. Form a vision of your future. Implement changes.”
HOW TO DO THE RIGHT THING (THE FIVE FINAL FILTERS OF EMPOWERMENT)
THE TWO SIDES OF EMPOWERMENT:
“Empowerment is broadly defined as "giving power to another person." But empowerment is a coin with two sides; the other side of which is acceptance of that power. And that's the part we often forget. The acceptance of power by an employee of a small business implies the acceptance of responsibility for that power's use. When things go wrong, that acceptance of power implies the responsibility to "take the heat" for your actions.”
Attitude, Performance, Communication
POSITIVE ATTITUDES AND POSITIVE MOTIVATION
“Motivation. It drives your people and lifts your company to new levels of success. Your company is only as good as your people. True enough. But no matter how good they are, if they’re not on fire with innovation and excitement, you’re at a distinct competitive disadvantage.”
FUN AT WORK
“Be choiceful. Embrace the whole person. To be choiceful means to give yourself permission.
True fun is not something you choose to do, it is something you choose to be. Fun is deciding to bring the best of your whole self to work every day.”
THEY JUST DON’T GET IT
“Entrepreneurs, managers, parents, teachers, and—at some point—everyone have to explain goals and intentions to another person in order to enlist help in achieving them. Too often, those brilliant explanations fall on seemingly deaf ears. They just don't get it! Instead of blaming them, the first thing to do is to look within. In knowing ourselves better, the insight is: "their" problem is often "our" problem.”
Entrepreneurship, Sustainable business development, Success
BEANS, FOUR PRINCIPLES FOR SUCCESS IN GOOD TIMES OR BAD
Beans shows us one way to survive in a world that’s\ moving at the speed of light. It’s a story that will show each of us how to make our life and our business personal, passionate, and filled with people like us. But mostly Beans is the story of how Passion, People, Product, and making it Personal can help you improve your work experiences whether you own the company or are simply coming to work for somebody. The secret of Beans is that the quality of the cup of coffee, the quality of your work experience, is a direct result of what goes into making it.
(Note – this summary is based on past presentations and workshops. Collaboration on custom designs is encouraged. )
LEARNING WORKOUTS/ Core Content:
Each learning experience is tailored to your company's needs, but retains a core purpose and content. Techniques such as discovery learning are used to reinforce positive processes.
These workouts not only show you successful techniques, but also show you how to replicate those results again and again.
· Customer Service
· Valuing Diversity
· Fun At Work
· Violence in the Workplace
Learning experiences range from one- to five-day long programs, which Catalyst both designs and facilitates. All experiences (we call them "workouts") are designed to be:
3. Objective driven
- Wittenberg UniversityEducation; English
- Weatherhead School of ManagementPositive Organizational Development