Strategic focus and effective communication
Corporate business consultants are discovering that effective management requires a continuous focus on the strategic objectives of the organisation. Click here to find out what this means for change
Many people in organisations are reporting that they are doing “too much change”. Which usually means they feel they are not able to cope with the changes they are being asked to carry out. To understand what this means we need to look at three forces going on in an organisation:
This note will look at the balance of these forces and see why and how they might be directed.
As an experienced trainer I am often frustrated by the poor (or most likely non-existent) post training activity of the candidates which should be consolidating their learning during the course. Why would any manager invest in training their staff if their organisation is not going to benefit from it? Well it turns out that most managers do exactly that. This blog will look at what outcomes are available, what needs to be done to achieve them, and how C4CM can help you aim higher and get better returns on your training investment.
C4CM provides certification for learning programmes. Our new accredited set allows us to distinguish between training outcomes and provides managers with evidence of the effectiveness of their investment.
I think the heading answers the question! A recent survey reported by McKinsey entitled ‘Why Implementation Matters‘ reports on the effect that strategy implementation has on a company. Strategy implementation is quite clearly stated as the ability to implement major change programmes. As you would expect with McKinsey they looked for the ability to deliver sustainable financial benefits from change aligned with strategy.
The dilemma for change managers leading a strategic organisation change is translating the uncertainty of the strategic analysis and decisions into actionable plans to deliver benefits. The problem is that there is no right answer to the question “what should our strategy be?”
The strategists have looked into the future using a number of strategy tools and have identified some scenarios which appear to be good for the organisation. The resulting strategy they have chosen (captured in their strategic objectives for the organisation) is dependent on an array of factors, some under the control of the organisation, many are not. Since it is not possible to carry out a trial of the strategy you have to run with the one chosen and make the best of it.
In making the best of the current strategy the change leader must also hedge some futures so that any changes made to the organisation keep open as many options as possible for the future and don’t back the organisation into a position where it no longer works in the reality that arises.
What can the change leaders do to manage their dilemma?