BALANCING THE TENSION BETWEEN CONTINUITY AND CHANGE
All organizations have a strategy whether it’s stated or implicit. But all too often strategy stays trapped in some executive office in a shroud of mystery; inaccessible to other levels of leaders and subject matter experts needed to deliver it.
When this happens, stakeholders lose out:
We agree with The Greater Goal authors, Ken Jennings and Heather Hyde that “20% of company employees should be involved in strategy and 100% in executing it.” However, many organizations lack a straightforward process to engage people in opportunities that will help them grow and their enterprise, organization or project succeed.
While each transformation strategy is unique, there are common threads. All start with a compelling mission and vison, followed by an uncluttered and focused strategy that doesn’t sit on a shelf. Strategy must reside in the capabilities of the organization, performing together, and lives and breathes in the actions of employees and customers.