Archive | Strategic Mind RSS feed for this section

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

Advertisements

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

Is Management Clutching at Straws with Performance Management?

10 Oct

Effective paradigms are required from managers today when looking at resolving these issues of performance management. Especially when looking at the strength and weakness in manager’s, and their beliefs, or paradigms when attempting to get their people to perform, or to get better performance – from individuals and groups – by exposing them to performance management systems.

 

First off what exactly is performance?

 

 Performance is synonymous, and equates to; an act, routine, or a show. So how crucial is it to have actors, performers and showmen in your organisation to get people to produce results?

 

 Performance is also defined as; The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed.

Okay, so it is a key element of competition and survival of the fittest – performance.

When we start talking about performance, then we start talking about statistics, comparisons, and therefor benchmarking.

Benchmarking is the process of determining who sets the standard and what that standard is, and how it will be measured. It is done to motivate people to improve performance toward reaching a goal. If this is the case? Then benchmarking becomes a focal point (a standard against which something can be measured or assessed) towards realizing somekind of performance. this practice is also supposedly supposed to inform us of what is expected from us, and how much of it, what is the criteria, that will justify performance?

Without benchmarked performance, we cannot speak of performance. We have to have a measure to measure performance with, before we can say we are performing. Performance statistics speak extremely well and inform us on; who is the better, who is best, and who gets to say they are the overall best?

Now we have entered the viper pit again, it’s back to school school for us all, where people were forced to compete, and only very few ever did – successfully. Because, in order for someone to win, and this lesson we all learned very early on, someone ells, or several of us will have to lose. So we will create a lot of losers every day, and only have one winner again. How  does this aspect want to motivate people again? Contrary to belief, very few of us like this, competition, or want competition at all. Therefore,  does performance really matter (if it does not matter to all involved) if we end up with many losers, especially as an objective way to measure several humans (groups) production with?

Is this healthy competition in the making, or even a good and sound management principle…we are looking into following, and is it a fair / legal way to get better performance?

The key to getting better performance is to build a bridge between; the now, and the future, that will never go down or slump, that will consistently grow in an ever upward direction, this is the ideal situation. The whole idea, however, in reality the thing with ideas is this, it’s never buried in just that one sold solution, in this instance called “performance management”, or ever a substitute consistent in maintaining an improved effective focus on consistent production increase, and it never will be, as it impacts directly on dwindling resources, a none sustainable growth path. Let me explain…

Let’s start by just looking at the facts; about this one issue/ or aspect called performance. When people hear performance they quiver, it equates to stress for sure, longer hours, less pay/ play /sleep.  Even potential confrontation and people are generally exploited when they are performance managed. So it’s stigmatised as well.

However, competition is still healthy and endorsed by all things living, (whether we ourselves choose to join in or not) to compete against others for resources, domination, survival, a partner, and just plain self gratification – is common and entrenched practice.

It also filters into aspects like “enhancement”; how we enhance our probability to get what we want with what we have consistently. Enhancing our probability in terms of our capacity and capability is key to success; as humans, groups, families, and even organisations. What do we have or need to get what we want and what we need? Speaks to the issues of capacity and capability enhancement, these two aspects are always limited, in one way or the other.  Now here is n path we can pursue, that of enhancement of capabilities, and capacity. This can constitute, any means or advantage well utilised to become leverage for us; on the physical side we could look at attributes like; height, speed, strength, agility, and beauty – and ways to enhance them, or utilise them as leverage. On the mental side, mental endurance, insight, stamina, will-power, knowledge, capability, wisdom, etc. Then in the nature of things; economical, military, situation, means, financial, etc, we look at finding a supply and demand aspect. Anything that creates leverage to be used…

Strength and weakness are the two portals that open up to many possibilities; therefore can and will encompass many attributes; one can start by mentioning both the physical and abstracts. Strength can also be a weakness, or become one, and so to weakness, the same can become strength.

The Ancients explained it as mixtures of Yin and Yang, of one like the other but different. The seen and unseen, both good and bad, opposites of one thing, that unite to form one thing at one time, either strength or weakness.

In life, as in business we all compete daily. In many fashions, anything ranging for space to walk on the side walk, or to be first in the queue… No matter how subtle or ferocious, we are designed to compete, where the rules and factors of contest remain shifting, we then start to strategise –to plot and plan the way to get ahead. Absolutely nothing remains stagnant in this process, especially in business, where the strong becomes the weaker in an instant, and the weak becomes stronger in changing cycles of day and month. Then the gravity of strategy becomes tremendous and evident. Then Strategic change becomes science, and performance enhancement the tool to steer it with, so that we don’t succumb to the gravity of strategy. Where we rely on both our strength and a perceived weakness, to reach the objective; through the use of experience, and with calculations, then our thinking and planning is brought about by situational aspects in flux; being of any and many origins, from the physical, mental, economic, and other factors and influences that we factor in to our thinking and planning, that we deem appropriate and prevalent, it all unites to create strategic mystery, a perceptive situation. We think what we see/ think is real, only when we test it do we get the results…

Then it stands to reason that we can influence things and people, to force them to become either; weak, or weaker, or strong, and even stronger. Just by changing their perception/paradigms, and thereby start influencing relationships, so that they create the situations we desire to exist. That we can manipulate, with the leverage we have, to our benefit and even liking.

Competition dictates that if we can gauge and predict certain key situational /aspects in flux/ change/ movement correctly, and influence them, then we can change the outcome. In a game of Soccer for instance, if we can figure out and then know that the ball has to go away from us and into the net on the opposing side, and that equal a win, then we control one aspect of the game. If we can predict with a great certainty the flow of the side (river), and then build a defence (dam wall) and divert the flow as we please, strong to weak, too even none. Then we control yet anther aspect. The more aspects we control the better we stay in control. This is the principle – control as many aspects of your environment possible. When we start this process of enhancement, it starts with control, by merely linking certain common attributes of, (for instance) business design to concepts like structure and job descriptions, if we do this for instance, then we create organisation – an enhancement in business design for instance. Now we also control who needs to do what, where, when, how, and how much of it, we have created a performance benchmark. We can do this and everything else we wish or desire to change, and create the reality we desire, by taking control. If we can create models of any contemplated aspect of a company design and relate it back to a physical form, then we control it, why not elements in flux, to see where the opposition or our own strategy is strong and weak.

Then on to the next step, start by identifying and studying the relationship between these concepts and controls you have, because concepts have their objectives, sharing between resources, training, organisation, skills, and planning etc. Then we will be able to get a better idea of what is creating – strength and weakness –because of our controls and strategy, by merely segmenting and identifying these links as aspects relating to concepts to people we want to enhance, rather than performance manage. People are not at all good at following rules either, especially when feeling compelled… they are much better at, and open to development and enhancement…initiatives

Their abstracts of reasoning get informed of a better reality, if they too have some measure of control over aspects of their own work, it becomes a win-win situation. Only by asking the right questions relating to performance; do we find the key to enhancements. Then people will join, with where are they hoping to go with it, and us, opposed to this is it, let’s go, and them getting insight on what are they doing both right and wrong to get to their objectives, and targets. This becomes the germination point of performance enhancement, when people get to buy-in. Performance enhancement speaks to human traits and beliefs, this type of belief and hope sprouts excitement, the mutual and exclusive benefits to co-operative work, team work, and performance…becomes transparent, and people thrive on knowledge and information…

The picture becomes clear, only when we can better understand the abstracts of performance deficits in our own strategy, and mind set, that’s when strategy becomes concrete and factual to us / useful, when it serves a purpose shared by all. It is widely believed that shared vision, creates supreme mental energy/ imagery UN-stoppable, and unites extreme efforts to achieve collectively the main aims together with. Opposed to the other reality of performance management where only one person wins, (gets the fat bonus, and credit) the rest suffer. Performance enhancement becomes a FOCUSED INTENT. It focuses collectives, resources, management and all aspects into one intent. We deal better as people with the factual basis of argument, than with hypothesis, as opposed to hypotheses and assumptions with finding solutions with.

We have now successfully identified the two crucial aspects of disseminating a design for enhanced performance criteria, and defined the physical and abstracts strengths and weakness of the adversary – our own mind, our perceptions and paradigms on motivating people.

Also Read

Tools for Predators:

11 Apr


Simple, yet practical truths, golden rules, and ways of enforcing and instilling good behavior.

A) Don’t spoil people too much, to the point where you’re in fact robbing them of their worthiness. Their potential to appreciate what they have achieved in life through hard work. The things that they have achieved themselves gives them pride and joy. For anything worth having has a price tag, every person knows fully well, that we value those things most, that we had to sacrifice time, love, and energy for. We are also brought up to know what we are entitled to and what not. Only “things” that one had to work hard for, by having sacrificed are truly worth having, remember this always. It is within all human’s nature to “want” things they don’t really need. Human’s will always be testing each other’s good nature to see how many of these “things” that you have and that they “want”, you will sacrifice on their behalf because of your relationship with them. Learn to say No when you feel that you are being exploited and mean it. You will never be doing anyone a favour, by just giving away your hard earned things that they “want” without putting in any sacrifice themselves. Realise that anything given without work will become meaningless to them anyway, once they have filled themselves with it, they will hate you. The truth is that there are no short cuts in life. Food and clothes as well as medicine, can be given. Houses, cars and electricity should be earned. Life in itself is about making transactions and learning from it, followed by patience and perseverance, we need to teach the poor this aspect, so that they may come to power in principled living. They need to understand the required effort of each need and want, its price tag, and without currency, we will never be able to afford it. Effort becomes currency, without effort there will never be a win-win situation, only win-lose or lose-win, and lose-lose. This in itself is not conducive to growth and development of any people, or nation in any way. We only promote poverty, and dependency, by throwing things at the poor and needy that makes us feel better, without teaching them the gift of principles. You will be doing yourself and them a great disservice by indulging in the practice of free hand-outs. This practice could also be interpreted as discrimination. Because we take away their pride, and reduce them to nothing – just beggars and thieves. This is a universal principle, of nothing for nothing. “They say that No good deed goes unpunished”, this is where this saying comes from…

B) Never use force in any fashion or form as a means to get things done. It only teaches your subordinates that muscle is a means to get leverage over people. This then becomes a means, and eventually all that counts, and it is fast, takes little effort and patience. People who grow up within an environment with much coercion and persuasion via violent means, tend to become reckless, and they too learn how to use it, and will shift their focus towards ascertaining such perceived power, and more of it, as a means to get their things done. People in general tend to respond more willingly to being led and taught by someone that they consider being knowledgeable, and respect, than what they do to people using forms of coercion power.

C) On the other side of this coin, all humans instinctively crave for stability and safety in any environment that they find themselves in. Safety in terms of their jobs being secure and security in terms of being cared for and looked after. This aspect is only to be found where true order prevails and as a means of keeping order one needs to be firm. There needs to be rules and discipline, and it needs to be applied fairly at all times. We all inherently prefer firmness, it builds confidence, (not referring to arrogance or autocratic means) but rather an open honest straight to the point type of interrelationship based on truth, so that everyone knows where he or she stand.

D) Allow for mistakes to be made and don’t see them as problems either, but as opportunities for personal growth and leadership. Understand that the road to competence is long and dangerous. If you have never been lost until you have found your way again, then you will never know the value of knowing how to find direction, and you will never find your way without getting lost. Therefore, don’t make people feel that by making mistakes they are in actual fact committing sins. They, as you have, need to find their own way and what better way of building competence than emerging from incompetence victoriously. However, if we do not see the relevance of this aspect, we will be creating blind followers with no confidence in themselves, or their leaders, they will all feel that they are no good and start walking around with canes.

E) The next trait is consistence in terms of your perception, judgment and resulting actions. It is very hard to conform to this aspect of consistency, we are all-human and change things. If and where things change to fast, people get lost as well, or they feel out of place, and uncomfortable. Change, is forever influencing our conceptualised moral and ethical stance on matters arising. Nevertheless, be as consistent as possible by any measure, and where you have to move from one premise to the next, explain yourself accordingly. Perceived inconsistency confuses people terribly, they become very disillusioned because of this and they then resort to start looking for the cause. This is a sure-fire way to create division in the ranks and elicit a lot of emotional criticism.

F) Very important, don’t ever commit to making a promise based on any other promises made to you. Or on information passed on to you, that you have no means of verifying or controlling. Promises should only be made on things that are well within your sphere of control. Don’t make this fatal managerial mistake ever. A promise is a contract to deliver. If you don’t, then it reflects badly on you, no matter what the excuses may be, or who or what is responsible, people lose faith and trust if they don’t get what they were promised. Your word is your honour. In fact so much so that where promises are broken more than not, it totally degrade your trustworthiness and creates suspicion if you cannot deliver on promises made. You might even come across as being incompetent and run the risk of being branded a liar, or as being devious.

G) Never treat other people unlike the way you would like to be treated yourself, or expect to be treated in the first instance. Respect cost nothing. So too does good manners. The old saying of, do not do unto other as you would have done unto yourself. Don’t make people feel small and insignificant in your presence, if you are, then you are in fact making fire under your house, – lots of enemies with the people you live or work with. No one is your enemy until we make him or her our enemy. This type of behaviour will usually also spawn “Big Shot” behaviour, where everyone will become an expert unto themselves, to protect themselves from possible or even perceived future belittlement.

H) Don’t do things for people that they can do for themselves, you will become the pack mule and ultimately everyone will eventually feel comfortable with dumping their responsibilities in your lap, or should that read on your back? This will create inner unwanted conflict.

I) Do away with an “open door policy’ when it comes to bitching and moaning, it is one of the key ingredients to starting up office gossiping and creating division and suspicion. In line with this, never allow bad habits to attract attention, and then it takes months to sort out. The hot stove approach must be followed where bad, or incorrect behaviour is reported, rectify any bad habit immediately. Gossiping and email abuse especially, and any other form of instigation. Rather implement a formal grievance procedure policy where every “accused” is rightfully afforded the opportunity to defend him or herself, by first having reduced every accusation to paper before it is entertained.

J) Endeavour, never to correct people in front of colleges, they might take it personally; they will take much more notice of your concerns in private. However – there are certain instance where it is called for…

K) In the heat of conflict, try to determine what the question is that requires a resolution. By trying to reason with anyone in the heat of battle is futile, for some reason people in general create a mental block. Their hearing tends to be less than what it should be and so to their co-operation and response. It’s all right to take any remedial action required to solve the question, but let’s not talk about it until later.

L) We generally tackle “wrong behaviour” by asking the person concerned to explain his or her behaviour, like with our children. With adults, this approach backfires; it stands to reason that if he or she knew it was wrong they would not have resorted to such behaviour in the first place, or would they? If adults start behaving like children then it is because we treat them as such. Rather move your focus from trying to understand the motive or frustration behind the irrational behaviour towards trying to understand the frustration that caused such behaviour. In this way, you will effectively find the answer and solve the behaviour problem amicably as well.

M) Universally all people are endowed with the seeds of righteousness, moreover don’t always resort to preaching as a means of trying to correct behaviour, you will be surprised to learn that everyone knows the difference between right and wrong. Rather apply discipline, by pointing out clearly the consequences of crossing the line and the inevitable results that will follow if the behaviour does not change.

N) They say that honesty is a virtue, but don’t over tax honesty too much, strangely enough it has the opposite effect, people are easily frightened into telling lies. They do this in an effort to try to protect or defend their image. Image is an emotional matter and so is lying, so it’s okay to lie if it will keep the image intact.

O) People tend to become deaf towards others that nag, so stop nagging and begging. Realise that you have a responsibility to fulfil, firstly towards your employer and then yourself, to be fair but also firm is very expectable and even required, this requires some form of nose to nose interaction at times, you will be amazed to see how junior supervisors are able to do this.

P) The only way to protect your organisation from disastrous consequences is to get your staff to learn from experience before they become leaders. This in itself is a required life cycle in the scheme of becoming an effective leader. The more you tighten the noose the more you suffocate the enterprising spirit of man; therefore you will have to do the complete opposite and let go. In the initial stages this will require a lot of 360° thinking and explaining, by letting go you will have to be very specific about what you want and by explaining the consequences, responsibility and accountability as well as the desired objectives clearly, before you attempt to let go. The more you do, the better the habit starts forming, until it becomes a ritual or trait.

Q) The breakfast of champions is good continuous feedback. Without feedback, we have no measure of our progress or success. Once again you cannot manage that, which you cannot measure. The measure of quality positive feedback will and should become your benchmark of achievement and the openness of the relationship, all other systems and measures to gauge performance by should become subordinate to this.

R) Never forget the fundamental concept of actions specifically aimed at achieving greater understanding, to stimulate our reasoning, and converse our enthusiasm into encouragement and better responses. This in itself requires a lot more listening and less over-analysing. Moving away from biasness and a lot of talking, a total seamless ability to exercise self-control.

S) Learning is conceptualised through experimentation and analysing of things as they exist naturally and the reasoning for their existence, therefore questioning the reasoning of anything’s existence to ascertain logic and insight should be encouraged as it is a very natural process of thinking. We ask questions to ascertain truth.

T) The question of spending quality time. Quality time spent weighs far heavier in the corporate environment, especially on maintaining and forming of crucial individual relationships, by spending too little quality we create distance. The principle of out of sight out of mind, out of touch, creates a sense of out of reach. We should spend time with individuals within our organisation and outside and we should make those interactions count. Quality time is always measured in the fact; in how we spend our time that counts and not the amount of time we spend in doing so that really amounts to something worthy of mentioning.

U) Do not concentrate on rewarding small achievements, people may learn to enjoy poor or average performance because of it, be wary your focal point for benchmarking performance and rewarding it accordingly. Our ability to motivate and grow will be determined by our ability to recognise and appreciate the true ability to perform consistently and effectively. We should not award burst of achievement rather shift our focus on extraordinary continued performance and reward that.

V) People who ask honest questions should be endured, if you don’t they might resort to seek their required answers elsewhere.

W) As a leader and or manager do not ever think that it is beneath your dignity to apologise, any honest apology makes for an immediate substantial deposit of trust into that persons personal bank account. Furthermore, acknowledge that you do not know everything and that every interaction, is still considered to be a learning experience by yourself daily. Be more human, be open to criticism and respond with optimism. Leaders need to be seen to be human to be effective, even icons make mistakes. That way you will not be judged on a pedestal and be criticised in an unforgiving manner. This releases undue pressure.

X) Don’t let people’s fears arouse their anxiety, or yours and then they will become more anxious and bewildered, show courage and wisdom in such instances. This will instil trust and camaraderie.

Y) Treat you colleagues the way you treat your family and friends, with kindness, compassion, truth, trust and empathy and they will become your closest allies.

Z) Remember we all learn more from role models and stewardships than what we do from critics and books.

Credit to Johan Campbell

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320


This Book is Revolutionary in many ways, it is also Extraordinary in every way Imaginable

10 Apr

The Radical Revolutionary Strategic Management Matrix For Predators

This book is Revolutionary in many ways, it is also Extraordinary in every way imaginable. Nothing like it has ever been written.

A true Strategic Miscellany of divergent knowledge and wisdom, combined, into one Matrix. With  all the fields of knowledge necessary to create the concept of strategic trinity.

Written with remarkable true insight about what cripples and what excels strategy. With strategic insight, bleeding into military principles, some history, and philosophy on War, with the Art of War, Sociology, Psychology. Mixed with a good dose of street smarts, as well as practical tools, all fields of Strategic Wisdom and knowledge combined in one book. Have never seen it done? It’s here…

Learn more about new emerging  things in strategy: Like;

The Strategic Time Spiral Continuum

Whether you think you can do a thing or not, in either case you are right.

The Strategic Time Spiral Continuum starts off with this notion, by looking at our thinking premise and culture first, and how any paradigm shift could influence our overall thinking at the core.

No theory or system will alter how you see yourself and the world, if we do not stop and contemplate its necessity. Something needs to break, before we reach for the tools to repair it, to challenge us to change, or do introspection.  Things that are becoming more profound are Spiral Dynamics. What is Strategic Spiral Dynamics? Well, firstly Spiral Dynamics is a powerful model and predictive theory of human development and Cultural Revolution and its evolution. It has emerged as a powerful instrument for understanding the complexity of human behaviour and understanding. Spiral Dynamics has been successfully employed around the globe for conceiving and implementing real-world integral solutions to social conflicts and for catalyzing individual evolutionary transformation strategy.

Do you now see why you will become extinct soon if you do not do some serious reading;

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

Unearthing Traditional Thinking on Strategic Alignment

8 Apr

If you slice and dice any strategy; then it just becomes a planned “fruit salad”


We need structures and functions to be sterile. Over segmentation and the division of the organisation into more or less autonomous strategic business units, that specialise, and start doing things that are not traditionally their function, with the duplication of functions and elements of strategy are never wise; it’s a recipe for sure disaster.

Where one department also share the next department’s functions, when nonetheless, they both have dissimilar core functions; for instance, where finance and HR – Human Resources – want to both share the final authority to approve leave for instance…then we have successfully created potential conflict. We see and have many such instances in business today, why?

I am sure we have heard it before, and with good reason, it’s the truth, a fact of life. That “Apples belong with Apples”, and then “Pears with Pears”, then fruit with fruit and meat with meat; so the structure stays healthy. Like with like.

Even in nature, we don’t get one tree brining forth several varieties of fruit, and a lamb will never give you pork chops, and beef fillets when slaughtered.

No its one tree with one type of fruit only. Order in all things must prevail, it is the first rule of nature, and then, then we see balance prevail, when rules triumph. Only humans have disturbed this natural order of things, subliminally we have an in bread tendency to do it, daily. How does this become relevant to strategy you may ask? It is logic! You think? Then why do we find so much chaos all over. Again, it is a contest of our will, and our minds competing – logic and reason.

Well the point I want to drive home here today is this; Duplication is waist, and always bottlenecks enterprise at some point. We get many examples of misalignments, overlapping, and diversification…of business functions, we need to gauge the impact and results of all these aspects of doing “business unusual”,  to see if it is good business practice, best practice, or just plain smart or not?

If not, then we need to re-think our “logic”. The same principle applies with all things strategically relevant, that need to comply with logic, and reason, then natural laws;

1)You must decide what you want from your strategy and be very specific with the results expected; then only will you be able to move to;

  • When you want it, how you want it, and how much of it you want, specifics is key to getting some required detail, to create order with, that sprouts required balance, in structuring events and elements of strategy

2)Your mind can only think critical if we deal with one aspect at a time

  • We need to see it in order to have it done; same with functions, if all things reside with one person, or department, then we have created order, then follows structure and it results in balance. Then we know with a certainty who, what, where, when, and how…

3)Don’t waver; a woman is never half pregnant, she is or she’s not, we are either going for it flat out, or not at all…

  • You must do things with conviction; half hearted effort does not boil the food well, like true passion will boil it over. Don’t have disproportionate efforts dealing with aspects, proportionality in all things, equates to balance again. Slicing ad dicing department functions into smaller or different entities, only assist with weakening efficiency…never a good idea.

4)Persistence is the best weapon against stagnation; there is nothing that beats the persistent person and his effort on earth, no rock to hard, no mountain to high, no ocean to wide, no wind to strong, nothing…

  • Make sure you have the right man with the right tool for the job…directing.

5)Be results driven; win small battles, on your way towards winning the bigger wars, to have a successful overall campaign.

  • You cannot manage that which you cannot measure; strategy is all about measures, when segmented and divorced from its normal flow it becomes a fruit salad, a mix of things undistinguishable. Strategy requires differentiation and distinction, we need to be able to say, hay the “banana” has gone rotten, replace… etc. Not possible when you only see fruit salad.

The resolution is taking this avenue;

With “Strategic Targeting” we try to find and identify those things that blur and block our aim, and thus our reality. When we need to see clearly; it is the mental process of – Identify, Clarify, Quantify and defining of our objectives and goals first. We cannot do this if we cannot differentiate or measure what we want, have, etc. Always Identify, Clarify, Quantify for ourselves first, and then start pointing the way for others, with this knowledge. Without strategic targeting to keep us on aim, we tend to want to specialise, then segment and over “divisionallise” to our own detriment.

“Only fools rush in and then onward” on a hunch that is – once again, only when strategic parts stay and remain clear, visible, can we see when they fail, and where.

Clearly understood instructions, and expectations when seeking for solution, come from having set directives to follow. Then we won’t find haphazard management that creates specialisation, and diversification, to stick plasters on soars, cuts and burses, of the organisation due to its misalignment with its strategic intent. By staying true to the requirements of its core function.

Progress is only possible, and felt at the service levels, when we follow clear guidelines and protocol. When our work functions are not segregated or dispersed across many tiers and business functions of the structure, and business units.  Solutions become clear; only when we have a transparent and totally accountable person, people, unit, division, or department as a concept to work with.

The concept must be fully encompassing, and be a total solution. The collective envisions the contemplated solution against; what we know now, or have assumed, and have to work with, vs. who, where, what, when, and how this will solve the problem – and “who” will be responsible.

Only then; will planning become specific and directed – because initiative flows again. Only; when we know who to blame, and then also who to compliment, will we know we have structure that works, and unites people with their work and responsibility. If there is; no direct responsibility, then you will find no discipline, no order, no accountability, no structure ,and then no balance…lots of NO;s just because of one misalignment, take care.

It’s not always about efficiency, but also effectiveness – working hard towards that which is becoming significant – and worthy of our effort and time spent – only then does planning become a useful exercise if it connects its burden with people, to make it their business.

Here at this point, when we see and recognise that strategy has duality – two sides of a coin exiting as one entity. One part peoples things and thinking, and the other part systems and structure that need to unite.

Only if we stay close to this knowledge; then will we create opportunities to make our competition irrelevant…at some point.

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford; http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

Critical Thinking and the Strategic Mind

4 Mar

This page is for new views, ideas, and principles you would like to post, for discussion and input. On the aspect of Critical Thinking. How to get people to think Strategic.

Why “Strategic Management” is pure BS!

4 Mar

“In ‘Strategic Management’ class I felt enlightened. I learned a lesson: It is pure bullshit. I will never hire a consultant for my company”….. This was a tweet that I got. Just how many people working today, think the same?

Why, and how did they develop this perception?

Why people seem to think that strategy, crudely put, is pure bull…

Here is what I think…

It’s all about perception; mostly people selling strategy are not themselves sure what they are selling. Mainly because they only serve the plain vanilla flavour… by serving vanilla you can’t go wrong? Well you can. This is exactly why people today lose interest, and hope, and all direction when confronted with people that want to SELL them strategy.

Strategy is a tool; it’s not the whole toolbox…

Sometimes we tend to create the perception that; “Hay with this strategy we will solve all your problems”… its wrong, just very wrong, on so many levels…

Readymade, hot “out of the box” strategy just does not work anymore. Don’t confuse turn Key Operations, with strategy either. It is two totally different concepts.

Strategy is a plan, which can or won’t work… you take a gamble when you are only using strategy…

When in fact what you should be asking for is termed “Grand Strategy”…( more on that later).

The word Strategy today has been raped, by so many, so many times, that it’s just no good to anyone, anymore. Well at least with a plan you get something, some think. Who does not call any plan they have a STRATEGY today? Come on..a plan is referred to as a strategy today…again, my point, it’s all perception.

Therefore the word strategy used in conversation should be taken with a pinch of salt.

Because, It’s all situational, and each instance on its own merit.

The word stagey does to some extent imply planning, not just plan, and here is the distinction. Several plans make up a strategy when combined. – Yes and the detail of it, (resources, infrastructure etc.)
This is where the BS. Creeps in…When consultants sell their half baked watered down versions of the original vanilla custard pie, and want to make people believe it’s a custard slice…

Turn key operations, are out of the box ready to go strategies that have been well designed and though out, mostly tried and tested, it’s a cradle to grave concept…that you can’t get wrong, it’s the tried and tested variety, pretty much vanilla. Never the less they are not trying to sell it as the here-all and end- all. That will work for any venture type of concept – strategy. Granted a strategy never the less.

However, strategy in my mind is something that deals with the variables and unknowns of change, initiative, design, progress, all things unknown, and needs to start from scratch to be effective in the end.

It should also include the principles of design; that of pattern, business assumptions, resource analysis, market analysis etc. and elements of strategy, before it will become a true strategy. Without; a vision, mission, goals etc… it’s just a plan. Many people will sell a dream, based on a few easy steps… this is just not strategy… it’s still just a plan.

So if you need strategy, make a plan… first. And get the right people with the right toolboxes, to follow the principles of strategy and deliver Master strategy. This is what we need… when we say we need strategy…

Scroll down; Check the comments section, some lively debate has followed here…

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

%d bloggers like this: