Tag Archives: objective

They say seeing is Believing?

7 Apr

Strategy needs to make us see things so that we can start believing in them enough, and make them happen.

 

Strategic planning as a process is all about contemplating all the variables – variables are things that we are able or liable to change, and thereby change the outcome; or make sure it does not change – these are the true attributes of planning itself.

Situational awareness; is described as; mental vigilance; the seeing of all aspects and things – but only mentally. That will, could or may influences change.

This character trait is the product of experience and training mostly, a required process for managing progress and change. Amongst other things; experience has become indispensible when we need strategy formation. Strategy formation, deals mostly with the things that can, and or will most certainly be affected during any strategies life cycle. It is only when we use experienced strategist that they will be able to create for us a situation, where seeing becomes believing. It’s all about foresight and mitigation, as well as a holistic awareness, and insight on how we design and change the path to the final destination. Our insight serves as an ability to gauge and see what is transpiring, against the backdrop of what needs to transpire. When we reach this stage of strategic awareness, we are fine, and well on our way, and then we become “situationally” aware of influences and things impacting on our strategy, during our strategies life cycle, on the way towards reaching its final objective.

The more objectives we reach successfully in this fashion – during this life cycle, the more proficient and confident we become, both in ourselves and the groups proficiency and ability to deliver, and take responsibility.  Because of this aspect; when we see results, then we tend to start believing that there’s a power in us that has the ability to create and manifest for us, our vision, and objectives. If nothing great ever happens, will we still believe in our own ability to create something worthwhile, let alone in a higher self? We become more because of what we do daily and then experience because of it, and not the other way around.

Only the lessons we have learned and experienced during all the efforts we have made, will assist us to survive influences, and variables, then subjectively we have the added befit, we now know to react, and act accordingly. In plain English; if you have worthwhile goals, and everyone wants to attain them, then you will have no or the least amount of negativity sprouting, when everyone is part and parcel of the total progress.

We are our own worst enemy, we limit ourselves and others from climbing the social “fence”; it will electrocute you some say, its razor sharp other say, some believe it causes instant death when you touch it. The point is this; we all limit our own expectations, both intellectually and as individuals, even in groups. We do this only, with the power of words, and suggestions. Why? Mostly it is because we are afraid of failure. These influences will make you speed up or slow down, these are the things that will make you stop, or finish on time. We need to gauge and check them daily with great suspicion. These, Influences come in the form of individuals, with strong perceptions, points of view, and beliefs. That are blind to opportunity, and in the process they sell us what they see, only darkness.

Then we also have drivers; they are the things that keep the strategy alive, that gives it momentum and direction, and all the right seasons required to make it. Drivers are anything that gets, or gives you initiative, or strength to complete a task.

It is all to do, and about summoning strength, to become one strong collective power. Starting as individuals, it then translates into drivers, that propel, enforced by courage, where principles guiding our own behaviour. It then translates into passion and combined with knowledge becomes a unstoppable surge. A signature for success will emerge,  and both failure.

Most if not all of all our past choices and what they were based on to create a new future, were at some stage influenced by variables, influences, and drivers of strategy. Only when planning with all of this in mind, and with some amount of certainty and uncertainty, then do we also see the relevance of planning for the worst, and thinking beyond the initial limitations of our choosing?

Then – only by choosing right do we start forming a strategic habit, that when it delivers results, will translate into tactics, and eventually grand strategy and a strategic minded culture.

Hopefully one that will be giving rise to the changes we wish to see all over, only by being able to predict the next course of events, because we have steered this path before successfully. Will we know the actions required. We have to realise that all choices about change – alone is worthless – if we don’t have the experience it created in the first instance. Now we know; it is how we plan to realise mission critical and specific goals and the choices that go into informing the planning, that must create the focus we require.

All in order for us to be able to see the relationships forming – that makes strategy become visible and then become valuable, and believable to all. It may necessitate a continued metamorphosis of paradigms, by reaffirming certain beliefs and views, and disposing of others, as the plan starts transpiring, changing the way we plan by changing the way we thing is key.  The turnaround point is reached only by realising that we need to start – utilising our potential; our skills and knowledge as products of our own growth and potential -, before we arrive at the desired state – with our brilliant strategy. The point is strategy is not cast in stone; it has to be resilient and adaptable.

Moreover, we have to realise that we will have changed nothing; if we do not change anything significantly enough to effect radical changes. Planning is only one part, nothing significant will happen in our lives if not by choice and incident. Either way; the point to make here again is this, this sword cuts both ways; change comes about by choice or incident, and choice comes about by an incidents that forces us to change or review our beliefs and therefore our strategies.

Whichever way the coin drops, heads or tails; it will always have an emotionally inspiring energy that it brings with it, or cause a disrupting emotional effect on our inner balance when dealing with this aspect – everything we are affects everything we do daily. Seeing this is believing in strategy.

Get the book, its brilliant and learn more….

http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

Strategy in Peril

4 Apr

In short what is STRATEGY really?

Ask around, hay friend! What is STRATEGY exactly?

Nine out of ten times someone will have some sort of an idea…very few will peg the mark…and be able to give you the detail of it, this brings strategy into peril. People need to know and understand that everything they do, eat, hear, smell, taste and say daily is because of some form of STRATEGY.

The history of strategy is the history of our world, and the future of man.

We are and were born hunters and gatherers first – afterwards we just become; all self-centred, and aim to exploit our habitat and those in it, with the use of strategy and scheming, to our advantage. It’s all programmed and hot wired into our psyche, to manipulate and use emotional blackmail, we tend to get what we want from a very young age by using these approaches; it’s all forms of strategy we practice.

Strategy exists in order for us, to get what we want, so why don’t we know what it means to be strategic?

We are at risk of losing all the benefits and application of real life strategy, if we do not clarify and quantify how it’s to be seen, used, understood, referred to and handled.

What is Strategy in the true sense of the word or by nature?

We need to make sure that everyone understands not its implicit meaning ;( implying what we think we understand it to be, all in general terms, with only limited insight).

NO! It’s part of life skills…We want and need people to understand and relate to strategy from its explicit meaning; (what it really implies as a matter of fact, and practices, to be representative of this, this is what strategy truly is, and can do.)

Moving from the Implicit; where our answer would be, it means something like planning…

To Explicit; by being able to give a simple definition; 1*Strategy is the 2*art of 3*planning and 4*directing large 5*scale 6*movements and 7*operations of 8*business nature.  Furthermore we should also be able to explain the words that describe the complexity, to create connections for ourselves and others; then we will be able to describe elements that make up strategy. By starting with the basic description of strategy and what it implies.

  1. Strategy; is best described as an approach; a way of doing something’s, by utilising tactics and initiative.

 

Tactics imply;

  1. The ability to use something/ anything to your advantage, from very simple to very complex, it can also take on any form, like; policy, procedures, devices, mashines, skill, knowhow – anything that you can use to give you a power, or leverage. Then we get more complex form of tactics; with manoeuvre, technology…anything that will give you an advantage, or make you faster, or keep you in power, or give you the ability to take and lead by initiative, coercion, enslavement, mediation, the list is open ended. Then lastly War; from infantry to nuclear bombs; it all sorts under this aspect of tactics.
  2. Initiative on the other hand is; the thinking behind all of this, how we structure and organise our selves is called initiative, also entrepreneurship is included. This includes the design of something, also the planning, organising, orchestrating, politicising, and campaigning for an event to take place. It is the cognitive; the thinking part, the thinking about thinking, the critical thing and communication of these ideas. As well as the rallying of agents and means, and the selling of these concepts. How we connect resources, Knowledge and effort to deliver on a goal, this is using our initiative, being labelled as being very resourceful, and cunning, stems from being able to use all of these mentioned elements to add value and then deliver a result.
  3. 2. Art; implies; having certain skills, talents and or ability to do things with people, or perform actions with resources and create something… if you can do it consistently then you have mastered the Art of something, you then become proficient at what you do, then you are labelled an artist.
  4. 3. Planning relates to; the amount of preparation that was set aside beforehand, to think about ways and means of aching goals. This action can be done alone or as groups, or even segmented, where sections are planned and the eventually joined to become the master plan, or blue print. Project management functions mainly on planning. It also looks at forecasting, and scheduling so that we could say with some amount of certainty how much it will cost, what is needed, and how long it will take etc. Other terms used here are; prioritizing, systems, design, risk, budget, influence, techniques, goals, vision, mission, objective, review, action plan, strategic review, closing the gap, swot analysis, analyzing data, etc…
  5. 4. Directing; much like a conductor directs and orchestra, in the same fashion we need to direct all forms of planning into one act. This is leadership, management network, and supervision functions, as well as structure, systems, policy and procedure, all of it has one aim. To deliver the results contemplated in the time, and with the exact specifications in mind.
  6. 5. Scale; refers to the size of the project and the amount of effort required.
  7. 6. Movement; is simple enough; this implies that we need actions, and acts to make them happen, some will be specific, other vague… yet all co-ordinated and calculated. Things won’t happen if we don’t act.
  8. 7. Operations; this is where it all happens on the ground, where we plant the seed, where we do what we had contemplated with effort and time is spent doing  it, performing the acts contemplated…
  9. 8. Business; is supply and demand; in exchange for money…

I hope to some extent; that we can now have 9 out of ten people that can tell me what strategy is- If not, then strategy is still in peril.

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


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