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Are Strategy/Strategic Development 'Chaotic' Processes?
According to Stacey (1993) 'organisations are complex adaptive systems and the patterns in the actions of organisations, which are their strategies, emerge unpredictably in self organising processes.' This accords with the view of 'strategy development' as both predetermined (through strategic planning) AND simultaneously emergent. Is this emergent element influencing change on the predetermined according to the realities experience, therefore 'chaotic'?
Communication of the strategic intent acts as the conduit (delivery) and the narrative (content) of the implementation/manifestation of the strategy (patterns in action) or 'strategic development'.
Is this 'where the rubber meets the road'? Is this the place where effects easily lose their perceivable association with causes (Stacey 1993), 'the edge of equilibrium'?
The use of formal or informal frameworks will only be as effective as management's ability to continuously translate the strategic plans (both business and IT) and their inherent complexities into communicable narrative. If that (strategic) narrative is open to amendment, as a result of environmental shocks would the process be best described as 'chaotic'? |
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The Role of the Board of Directors in the Strategy Process
If strategy is to guide the organization, then it certainly must be guided by what by law, if not actual fact, is the organization´s key governing body, the Board of Directors (BOD).
1. To what extent should the BOD participate in setting strategy?
2. How can this participation process be best arranged, keeping the BOD discussions, review and decision making concise and strategically focused? |
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What Makes a Person Into a Strategist?
It is really difficult to become a strategist without having the personality / behavior that makes a person into a strategist. I believe a strategist' personality is the product of proactive behavior.
We need to cultivate proactive behavior among business men so that they will be more proactive than reactive. With that I mean that they will be self-initiated, anticipatory and action-aimed at averting their situation to a more favourable environment.
In general, if we succeed in developing proactive behavior among the business community, it becomes simpler to find strategists who embrace creativity, innovation and futuristic thinking. |
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Should Executives Become More Strategic?
A while ago we had 2 interesting discussions at 12manage "Strategic Planning must be Dynamic" and "Developing an Agile Top Management Team". I was made aware of a recent article by McKinsey consultants Birshan and Kar who argue that top executives should become more strategic.
The beginning of the article - rightly - states that that even in today's fast-changing competitive environment, companies still have to timely:
- Capture emerging opportunities
- React to unexpected threats
- Make correct and timely decisions
In other words, corporations need strategic agility. To achieve this, the authors suggest to increase the TIME spent on strategy, involving MORE (top) executives in the strategy process, and also to encourage them to CONSTANTLY DEVELOP their strategic capabilities.
The article gives 3 tips for top executives to 'become more strategic':
1. Develop a guiding industry context by studying, understanding and internalizing the economical, psychological and legal developments in your sector by using:
A. Specialized sector-readings,
B. (Custom) executive education and
C. Off-site strategy sessions, etc.
2. Become an expert in identifying potential disruptors (technological or other) for example using:
A. Site visits to technology hubs,
B. Periodic technical briefings,
C. Reverse-mentoring relationships with younger colleagues,
D. Talking to clients,
E. Watching new competitors, etc.
3. Possess strong communication tools and skills, for example using:
A. Special sessions to share strategic insights and
B. Data that's easy to navigate and use.
Do you agree that involving a larger number of more strategic executives in a more continuous strategy process is part of the answer to deal with today's increasing complexity and speed of changes? What other things are also important?
Source: Becoming more strategic: Three tips for any executive, Michael Birshan and Jayanti Kar, McKinsey Quarterly, July 2012. |
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