Short-term thinking, opportunistic moves and personal gain — the first and surest signs of impending decline.
Reaching strategic goals isn’t negotiable. It’s the reason for stakeholders and executives’ very being. It’s what business is all about. Yet according a recent study, just 53 percent of executives characterise their companies’ strategies as emphasising the creation of relative advantage over competitors; the rest say their strategies are better described as matching industry best practices and delivering operational imperatives1. In other words, just playing along.
Adding the ingredients of the strategy recipe together requires a very methodical and disciplined approach toward analysis and forecasting, as well as a fair share of courageous risk taking.
Strategic alignment is the process of bringing an entire organisation — including various business divisions, different levels of management, diverse employee groups, and numerous supporting systems and processes — in line with the organisation’s overarching strategic objectives. It’s the process of onboarding every individual person and process to ensure that you’re striving toward a shared purpose. The importance of this is so aptly summarised by International Institute of Management President Med Jones, who said “sustaining high business performance is a product of continuous strategic alignment”.
READ THE FULL WHITE PAPERDOWNLOAD
June 2020– Livestream
Bridging the Divide and Injecting Energy
In part 1 of our ‘Shaping our future post COVID-19’ livestream, we challenged leaders to create the future instead of predicting it. Part 2, ‘Bridging the Divide and Injecting Energy’, sees us repositioning the leader’s mindset to identify the opportunities COVID-19 presents and examine major organisational and leadership themes we see playing out, and how to translate these into ‘re-imagining’ opportunities for your organisation during re-entry. Our session will also acknowledge the challenge and provide strategies to revive a fatigued workforce through the lens of ‘The 3rd Quarter Phenomenon’. We present the questions every organisation should ask themselves to maintain attention and purposeful action within their workforce.
Focus, Conviction, and Clever Strategy Execution
Most companies are adept at developing strategies to differentiate and describe how they will win in the marketplace. Where they fail is often in the execution of those strategies. This article, originally published for CEO Magazine, looks at three ways to successfully execute strategy.
Aligning Employee Experience With Customer Experience
Every touchpoint in the customer experience shapes customer sentiment. With employees as a crucial touchpoint, having a workforce of brand ambassadors that delivers a consistently differentiated customer experience has never been more vital.