Strategy and the ‘Staccato Effect’

Posted by on May 18, 2022 in Strategy

So, you’ve worked through your strategic planning sessions and beautifully documented a well-presented strategy with all the frills of vision and with a robust business plan to deliver a host of aspirational targets. The job’s done and the focus moves to the execution, right? But what happens when things change – could be monumental like […]

The Dynamic Interlude

Posted by on May 10, 2022 in Business Management, Strategy

(22.05-1) ‘THE DYNAMIC INTERLUDE’ That timeframe between significant events in any entity’s life cycle, and what to do in it. I’ve discussed the necessary path of continuous improvement and challenge to the ‘business-as-usual’ mindset often thwarting true organisational potential. We’ve also covered the need for significant strategic discussions and agreement on transformational events, including succession […]

Separating Personal Identity from Entity:

(22.4-4) There’s a challenge in business that involves understanding the touch point between person and company. Business entities are beings in their own right – legally and even morally. Legislation sets the boundary between them and shareholders, founders, managers, owners etc. The moral obligations involve commitments to staff – ongoing employment and wellbeing; to customers […]

Consciousness of Consequence:

(22.4-2) I’ve coined the term “consciousness of consequence” to help explain the interconnectedness between the decisions we make and those we don’t – or perhaps those we choose not to action. Our consciousness needs to kick in even before we make a decision, with that final path typically precluding us from other options. The hope […]

Values Orientated Decision Making

(22.4-1) I facilitated a Leadership Team Development Strategy session recently for a professional services firm. Part of our discussion was on Purpose (no surprises there) and also how the Values of the business need to link with that. Those values need to reflect in all decisions that are made, including recruitment which is about fit […]

Business as Usual: A notion of disappointment…

(22.3-4) ‘Business as Usual’ is a term typically applying to the core functions of what we do; the standard things that keep our organisation ticking. Sometimes parallel to that are the transformational initiatives and change drivers designed to result in radical improvements to process, function, and bottom-line. These are often deliberately kept separate to minimise […]

Family Business: Dilemmas & Dramas

(22.2-1) Family businesses are an intriguing proposition and an interesting dilemma.Not always sure what they are there for, and often not sure how they should behave. Of course, there are benefits, including unrivalled loyalty and trust (well, unless you follow “Succession” but let’s argue that’s not a family business, rather a business largely owned by […]

Purpose has Value

Posted by on Apr 29, 2022 in Culture, Strategy

(22.1-1) All those years ago, my management studies were largely centred on the London and Boston-based learning communities’ development of hierarchical thought structures and delivery. There’s no doubt that these were / are logical, practical, and easily replicated across industry type, size and form. Many are still practised today providing organisations with frameworks that are […]

The Purpose of Purpose (20.10-2)

Posted by on Oct 9, 2020 in Strategy

The aftermath of recent pandemic lockdowns has given a number of organisations the opportunity of taking time to consider their strategic intent. With a lull in the daily grind and a growing uncertainty as to what is “normal”, the chance to think about the future and how they better prepare for that has appeared on […]