Businesses can be impacted by many circumstances. Often these circumstances are from external forces at play that need to be understood. Recently, while working with a client we discussed a number of challenges that the company was experiencing. We talked for some time about external events that the company was aware of but could not control.
Life and business never forge ahead in a straight line. They evolve naturally. In nature, seemingly random things happen that shape the very fabric of existence. This happens in business too. Businesses tend to operate as self-organizing systems and their natural evolution often leads organizations in the right direction. Embracing this natural progression is referred to as an organic approach to strategic planning.
Your business should operate like a fine-tuned machine, like a slick piece of technology. Consider that statement and its ramifications. What if your people were all rowing in the same direction, in tune and with clear focus? That is where the Alignment Model of Strategic Planning is used.
There is a lot going on in your organization, all sorts of things that you need to wrap your head around. The challenge is that you first need to truly understand the issues and determine how to address them.
Strategic planning is an exercise in gathering and documenting information about the past, present and future of your business. Strategic planning helps determine where you want to go over the next few years, how you are going to get there and how to recognize when you’ve arrived.
To achieve a balanced business perspective consider using a Balanced Scorecard as part of your strategic planning initiative. A Balanced Scorecard is an approach that is used to align your business to the vision, mission, core values and strategy of the organization. The emphasis is to turn strategy into forward thinking actions that the senior team can implement against key performance indicators. To embark on a Balanced Scorecard, the company must have a mission and vision and know their financials, the present business structure and levels of employee expertise. They must also have extensive knowledge regarding customer satisfaction levels.
Have you ever wondered what the future will look like? Three, five or ten years from now where will you, your business or your career be? If you have ever asked that question then your mind is telling you it is time to create a Vision of Success.
Wouldn’t you like to create a sure bet? Most people would. Just imagine you buy a lottery ticket and win 1000 times the initial investment. Everyone would like to create a sure bet.
Have you ever wondered what CEOs really want? What does a CEO expect from his/her organization, its senior team and the individual players? Generally it can be summed up in two words: creative alignment.
When you consider the different personality types, learning styles and backgrounds that make up any workplace, it becomes clear that offices are true modern-day melting pots. This is not new. What is new is that all of these very different people are now working side-by-side, rather than being generationally segregated. This creates tension.
Creating an Execution Culture is all about getting things done through people. In order to do that, you need to get your senior team on the same page in their thinking about management vs. leadership and how it relates to empowering people to get things done.
When asked to create a list of innovative people, who comes to mind? Maybe Einstein, Gates, Jobs, Zuckerberg, Spielberg or Hanks. Innovators are people with the creative ability to come up with and act on something new. When it comes to those in charge of businesses and organizations, there are five different types of innovative personalities that tend to end up at the top.
Many senior leaders don’t understand the unique impact that people bring to teams and organizations. That’s unfortunate. People drive discussions and create change based on their natural tendencies, personal style, skills, experience, beliefs, values and attitudes.
Over the next 10 years, 200,000 small business owners in Canada alone will turn 65 and want to retire. This number does not include their employees, mid to large businesses, corporations and public organizations. When you add all of those together this clearly becomes a critical issue with major impacts and ramifications.
As our workforce changes and becomes more diverse, the general thinking on talent and people resources is changing as well. While senior employees and managers are still essential to organizational success, there is now wide-spread recognition that improved performance depends on the acquisition, development, engagement and deployment of new talent.
Decision-making errors exist within all levels of organizations. Some common examples include:
2011 was an interesting year for a wide range of industries across Manitoba. Our business leaders and professionals have provided a reasonably healthy report card and rarely has there been a discouraging word spoken about our economy. In short, we have done well.
7 planning steps to achieve measurable resultsBusiness leaders need to ensure that planning and implementation is focused. A well thought-out planning and implementation approach considers linking strategy, tactics and operational needs. It includes considerations for key business impact zones (productivity, tools, people and culture) and the outcomes required for solutions to business problems.
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