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“Strategic fallout points”; is a term used to explain how innovative forms of new strategic thinking starkly differ from the norms of academic strategic practice and design.

13 Oct

We all have “strategic fall out points”. Mainly, it is because of the nature of our strategic reality changing still even today, the way we have to do things keeps changing. You can’t really compete in the world if you don’t understand it, and how change changes things.

Consequently “Strategic fall out points” occur where we do things in an “unorthodox” or radically different manner from the set norm, as taught academically, to stay both efficient and effective.

Even academic and qualified people also, deviate from certain “set piece” applications and taught theory, and then they fall out on that point, with the strategic norm…that is.

Surely no one is still “brave” enough to say that “one size strategy fits all” anymore – when looking at strategy from a academic perspective, no one set perspective can set the tone for all the practice of strategy existing, for all types of business and projects today still, which can be used throughout all industries and across the globe. No, even strategy and how it’s done traditionally has changed, strategy today is now more concerned with people… than at any other time in our human history…

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Finding leaders fit to lead is a question of perception and specifics

30 Apr

How we perceive leaders, and their characteristics, is how we will formulate a leadership role and function. It is seldom based on facts, in the main it’s more of a personal flavour we can or want to associate with, perception is seldom informed, and it is a condition, of conditioning. We see leaders the way they are portrayed in the media, by comrades, equals, friends, family, piers, and because of their status.

Therefore; developing leaders is no easy task. As we first have to change people’s perception about what leadership is, it is not a charismatic outlook, a fairy-tale, or a comic book hero. Leaders are fallible, mortal, and have a history each. This binds them, good and bad.

Leadership therefore is not a condition, a state of existence that is effective at a certain point of its life cycle, in performing specific and required functions, of whatever nature required well. No, leadership is a chosen action that is circumstantial, a leader does not lead daily, or every waken moment, no, it’s by choice. We make a conscious decision to act the part, and take the lead, and direct, command, and organise. It takes very little talent, but it does stake a lot of is confidence that comes from experience.

It never ends there either. Looking for the right raw material and trying to mould someone into a leader has proven to be a hit and miss affair. As leadership requirements differ from day-to-day, from situation to situation, and so I can site many instances. The crux of this matter is; it is never just that one thing, or two, or three or even a list, which will guarantee a good profile of leadership ability ever.

Psychology, science and academia even military tradition have also given it a go, and still, there is no one size fits all.

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Strategy without a solid corner stone, sociology – will become a mental stonewall, built with only bias and denial.

9 Dec

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We are our own worst enemy

How many times have you heard that? Indeed it true, we are our own worst enemy, especially when it comes to neglecting to think about or do certain things that we don’t want or like, somehow we almost instinctively steer away from that which we don’t like or want. However, it’s not always ideal, especially where its things we have to deal with, then simply avoiding them does not mean they don’t exist any more, or will go away, we have all I am sure practiced this behaviour, when we start using avoidance, or denial, then we are in fact just poisoning our mental well-being (or capacity).

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The Biggest problem with corporate strategy is trying to predict the future and to “dictate the marketplace.”!!!

21 Oct

Almost all strategic planning sessions start off with the vision, mission, goals, values, and objectives scenario – yes? This begs the question, how good is our track record for predicting the future – I bet it’s pretty bad?

Maybe it’s time to become radical, and to totally change our strategic start up design perspective. If I tell you that there is a far better way to hit the bull, more often than not would you be interested?

Would you consider yet another reality; May I change that perspective, and let’s see if that is still all true.

(My theory is if we change our perspective and not just our perceptions, we will get a much better look at the real problem, and the way we look at things, then creates scenarios in the brain, that keeps changing with the new perspective).

Because if we only believe we can’t predict the future with much certainty then we won’t bother planning it in much detail, will we? Safe to say; No one can predict with up-most certainty anything that is in the future, let alone what will happen next week…

Nevertheless, forecasting is of the up-most importance in business.

Therefore, strategist, and forecaster alike need to probe beyond that curtain of uncertainty, and predict what the eventuality could/ would be like if we stay, start the course with our current strategy.

(The academics teach us to apply the laws of averages here, to find the average, and then to summarise risk, and come up with a worst case, average and best case scenario.)

Now days we see a change, away from that norm, towards looking at broad spectrum analyse of strategic challenges – by firstly looking at both internal (environment) as well as external (environment) and scanning it for defects, and misplaced links, between structure and strategy…, translating into emergent strategy; There are two approaches to strategy making – a deliberate or emergent strategy. The deliberate strategy is analytical and structured – Vision Statement, Mission Statements, Strengths and Weaknesses (SWOT), Objectives etc.

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Enhancing our “Predatory Traits” with CAPS!!!

21 Oct

Predators are focused on a – Revolutionary Radical Strategy – that is always well conceived, well planned, time-phased and engineered to be flexible, with true resilience and vigilance thus epitomising the symbol of the predator character. Where we act cool and calm, calculated in our aims, we are preserving our strength and not showing our weakness until the decisive moment. Designed and equipped for precision styled work. The predator waits his turn; he ambushes his pray and avoids conflict by doing so. Poised for that decisive moment, at which a calculated blow should be rendered, with precision; towards the “strategic target” of the body. Here he uses all his strength, power and tactics – to make the conclusion – final and the conflict brief. His strategy reduces any possibility of on-going confrontation, thus avoiding tension, as well as avoiding the possibility of injury to him-self or allows the objective to escape and evade.

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We are still not getting the basics of strategy right, are we?

14 Oct

We need to do this strategic, we have a strategy, and it’s our strategy… You hear about it all the time. Executives like to say “strategy” this “strategy“ that, we hear it a lot, then it sounds big, complicated and even important.

When in fact it is far from it…strategy is not always complicated

Strategy in itself – at the basic level – is very simple actually; it’s dealing with the details that can make it seem complicated.

We seem to get stuck in the details of the scheme mostly, and not really in strategy making itself.

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If you desire true innovation, then you should be familiar with the concept and what it really has to offer.

18 Sep

In strategic circles, the one with the most “innovative” thinking trumps any one’s brilliant plan.

We’ve all heard the saying “perception becomes reality,” now if that statement was true, what will it take to make all “innovation” become reality too, and if it is that easy, why aren’t we seeing a lot of innovation or inventive people around?

I hear a lot of talk, everyone is abuzz with innovation, “we have to be more innovative people”, oh and the classic – “think outside the box”, who started all this madness, event at schools teachers are teaching “innovation” and how to be “inventive”.

We hear the word “innovation” everywhere, it is spreading like wild fire, especially in our media and business press, suggesting the word is becoming “a cliché,” (or used out of context) and just implying some form of change, and is used more as a buzz word, a fashion statement, than to actually advance very specific ideas.

“Innovation” – has also become big business; it has created a new economy; franchises, schools, institutions even, and lots of  literature – over 250 books on Google books with innovation in the title; consultants are popping up all over, people even get appointed with the title as innovation consultants, officer, office, thus making millions of dollars, even in advising, it’s become businesses. Just like global warming it s creating jobs and a sub culture.   Yet, I still have to see something  that’s truly jaw dropping, one invention that will convince me it exist, that will convince me it has merit, or can be taught, or harnessed like energy and has place in business theory. Continue reading

Plan beyond your current capacity and you will gain the capability to grow

24 Jun

Although you might think I am playing with words here, that is not the case. It is a principle that exists, that we should all become aware of. It is far reaching and it works, something that could change your life, if only you change your way of thinking, and practice it more. It is boundless, and could change the world, as you know it, by just changing your perception.

We are talking about building capacity; where capacity in this instance would refer to talents, a mental aptitude, and or brain activity, a proven way of solving problems, which gives you greater ability to overcome your challenges. Capacity goes hand in hand with capability. Then capability would refer to resources, means, and finances, finding the means towards rising above your current situation.

In life as in business the issues we would normally mention, as contributors for a lack of growth, and a barrier to success. Stays more or less the same, and we refer to them as resources or capital for instance, whatever it be, this principle stays universal. Continue reading

Looking at the basic concepts of cognitive Strategic Management

23 Jun

Background

Strategic management should exist at all levels of management for it to have any value and impact. This is well taught and understood, however, we never teach cognitive strategy, the part where we need critical thinking, to put it all together, the theory and the practice. With that said, it must be seen to be overlapping and intersecting, like limbs on a body. For the theory on strategy is all good, but without the mental maps, and critical thinking we can’t draw strategic deductions, then things are just organised chaos.

Strategy needs a tight fit between mental and practical application. Because it gets easily influenced both by internal aspects; like culture, perception, structure, policy, politics, finances, perception and bias, to name but a few, all of them way to powerful forces to trust not to interfere.

 

Thant’s just internally, then we still need to go externally, starting with the immediate environment surrounding the habitat; legislation, rates and taxes, infrastructure, government policy, local area challenges, etc… The point is strategy is part of something; therefore it connects to everything else, before it gets its own character and purpose.

Strategy derived from a need, a necessity, tends to serves a purpose. It aligns parts to form a whole, to steer an agenda with.

This process needs more insight; the thin line that joins cognitive and relative, as we navigate strategy we find many more diversions, setting in. Everyone and thing seems to want to divert us. Therefore it’s important to be systematic and critical when thinking, and applying a strategic mind set. It requires a set process…that will unite and focus efforts… Continue reading

Strategy and leadership development will be the two cardinal keys to future survival of organisations

19 Jun

Strategy and leadership development requires skills and talents, as well as experience to cement them. Without the talents and skills, you will never develop beyond a set point. Skills are about a leaders’ ability to use leverage and maximize the impact of his or her people’s efforts through the utilization of both leadership and strategy. True strategic Leaders harness the whole, by being able to direct its parts, so that the organisations power is released to achieve goals with, fast and accurately.  It’s truly a mix of skills, and talents required to get the right mix to become a strategist. Continue reading

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