- A Standard Operating Procedure for Strategic, Security, Emergency, Disaster & Event Management Planning.
- Strategy and leadership development will be the two cardinal keys to future survival of organisations
- We require more real “Wisdom”; those “Pearls of Wisdom”; know the real truth about Strategic Creation.
- The Biggest Challenge in the near future will be to manage and lead people with “knowledge based leadership”.
- Unearthing Traditional Thinking on Strategic AlignmentI am Changing the Corporate Culture Come Hell or High Water!!!
- A Matrix of 32 different fields of strategy; all in one book, its radical, revolutionary, and well explained.
- A Standard Operating Procedure for Strategic, Security, Emergency, Disaster & Event Management Planning.
- Business formation is changing the way we see strategy management and leadership roles and function
- What makes advice strategic and great?.
- K9 unit SOP
“The Seven Pillars of Gravity” define the physical and abstract nature of our adversaries.
Strength and weakness, both physical and abstract, are mixtures of Yin and Yang. Where nothing remains stagnant, where strong becomes weaker, and weak becomes stronger in changing cycles. Where strength and weakness is brought about by influences. Then it stands to reason that we can influence things, to either make them stronger or weaker. By linking certain common attributes of business design to concepts, we can create models of any contemplated aspect of company design and relate it back to a physical form, to see where it is strong and weak. Then, by identifying and studying their objectives, we will be able to get a better idea of what is their strategy is all about, identifying their abstracts of reasoning, where are they hoping to go with it and what are they doing both right and wrong to get there. The picture becomes clear, then the abstracts of their strategy becomes concrete and factual to us. We deal better on factual basis as opposed to hypotheses and assumptions with finding solutions. We have now successfully identified the two crucial aspects of disseminating a design, and defined the physical and abstracts strengths and weakness of the adversary. Remember, every strategic aim consists of commonalities; the vision, mission and objectives. However, these attributes of strategy conceal the tactics used, it does not define the actual flow and direction for us, where one objective can become several objectives with smaller goals, that requires “things” in order to work. We can influence thought and the abstract of it, but we can create or destroy physical means. With strategy, something’s are physical, clearly observable and tangible, and other things are of abstract nature – mainly referring to reasoning, culture, paradigms etc… Combined they form the organisation and its purpose. However, what they all require is a vehicle to bring them into effect, and that vehicle is systems. Systems need things and people to operate, so that makes them the perfect target, for it is the weakest, as it is the most reliant and vulnerable to change, influence and its dependencies. Where abstracts – their “objectives”- are seen as essential forces of strategy that cause “gravity” – weakness – because they need things to survive too, and they could exhaust resources and place burdens on systems. Objectives, with sub-ordinates, causes a polarity, that impacts on other parallel objectives, that impact on the total system at some point or stage. If un-checked it could cause failure, bottlenecks, or total systems collapse. Therefore, if we target certain main objectives and systems, we can cause the strategy and the organisation to fail. In order to achieve success in business one must achieve objectives and goals consistently and well. If we want to succeed whilst gaining momentum, we have to find ways to minimise risk and weakness, thus eliminate gravity, by closing the door on our competition, and as we do, we will gain some better competitive advantages. Our focus as organisation must shift to our ability to sustain systems, the ability to change objectives, and create situations that causes friction for the opposition, and not us, where the competitions system becomes stuck, or weak, because of the pressure we are exerting on them because of our strategy. By making them adhere to our tactics, then we can create and dictate the trend, either by destroying, or depriving them of their ability to stop us. This is also known as manoeuvring. In order to obtain this objective, we focus on physical means first, to understand what they are, and how are they structured to form the organisation. We can employ the7 pillars of gravity model, to serve as the focus point of efforts in planning our EBO. This gives us an ideal three-dimensional model of our radical strategy and that of the opposition, we are not designing strategy in a silo. By having analysed the physical attributes of the adversary, we take that data and deposit it into our model. Anything that can function on its own and is free and able to make decisions, as to where it will go and what it will do, has a determinable character, with attributes, like an organism, that leaves an influence and signature in its habitat. Depriving an organisation of its physical means, or distorting its gravity – making it weaker where it is weak already – won’t always stop it, but a mix of both will, combined. Having defined the opponents systems attributes – then pillars emerge, it then gets broken down into the seven pillars.
The first Pillar is the core or leadership. – Here we build up a profile of who the leaders are, how they makes decisions, and how they get influenced. Their individual character traits, are they emotional, conservative, echo centric, or bureaucratic decision makers. If we ask the right questions we get the right answers. By finding opposing forces, like we saw in the yin yang model, we can draw many conclusions and assumptions. Chief executive officers leave trails and we can interview people to ascertain more information about them, providing us with a clear view of the brain behind the strategic direction, the guidance and control over the entire system. Breaking one finger, will render a hand useless. We don’t want to take on the whole organisation just their weakest links. If we identify that their command and control element is it, then that is where we will focus on. “It and it alone is absolutely essential in the sense that there can be no substitute for command and control, and without the brain the body becomes useless, even though technically alive, it is no longer operating at the strategic level.” The organising portion of the entities possesses will stall, the ability to decides the who, what, where, when and how, will become severed and useless. Direction and movement will depend greatly on the influence of the “head”.
The Second Pillar is called organic essentials or physical means. – liken to food and oxygen for humans. Things that we cannot live without. Logistics; Service Providers, Manufactures, Transport grids, Warehousing, Transportation and Suppliers. The organisations life blood, where the heart and lungs pump blood and air as organic essentials without which, “the brain cannot perform its strategic function.” Organic essentials are not of equal importance to the brain because, “a heart without a brain, is a very expensive, complex pump without meaning or ability to act or effect.” We could start buying stock from the same supplier and be willing to pay more should he agree to only supply to us for the next year, exclusivity contracts, sole supplier mandates, this could include buying out the transportation contractor of our opposition and using them for other contracts that we have negotiated. Offering better services to his suppliers, buy buying bulk materials and selling the over flow to other suppliers. In short, everything that the businesses requires or are reliant on to function, as its support systems and life lines, is viewed here.
The third Pillar is the infrastructure or bones. – Blood vessels and muscles, they are important but we can adopt work-around capabilities to enable us to function without them. Infrastructure can move the organic essentials and support the brain but the body can exist without them. By spreading your vulnerability across a wide front by decentralising and flattening your organisational structure as a first step, you will in essence be out designing your competition. Here we focus on structural design and how to change the nature of the skeleton, of the beast. By streamlining structure, we will be speeding up and will produce faster turnaround times…The other aspect is a foot can compete with a foot and a hand with a hand, so do not try to break a market by introducing a structure that will not fit. Partnerships are not off the cards here as well, many big monopolies do this, they merely trade under different brand names but in essence all the working parts are the exact same thing, it is just the designs and interfaces that have changed. The customers are happy and high quality goods are under mass production, bring down prices so the same two seemingly competitors are flooding a market with high quality goods that their competitors just cannot match.
The fourth Pillar is population, cells. – The human capital and corporate culture they have -a human body can lose a substantial amount of cells (people) and continue to function effectively, we need to find out if this will hold true here as well. Is this organisation held together by, ethics and feelings of job security, loyalty and or financial gains for hard work, performance orientated…. If not what is the glue? What holds it together during hard and difficult times? Do a SWAT analysis, of the competitor.
The fifth pillar is the defensive mechanism. – That forms the protective ability of the organism to defend itself – its immune system. The interconnectivity of the human element with the systems and the set of subsystems, what type of interfaces and communication systems, protocols and policy within each pillar is seen to be fundamentally strong or weak, viewed as parts of the system, a microcosm of the larger entity. To relate this aspect of the human body model, how would a weak heart effect the system, how would an injury to the structure affect that organ, (if the chief designer were to resign) or the total loss of one part of the system, would it have a significant impact on the remaining parts.
The Sixth Pillar is understanding their strategy and design. – By taking these two ideas of interconnectivity and its effects, and interlocking them – how well are they aligned with their strategy – perfect, or asymmetrical. We create a model, which provides planners and strategist with the ability to examine the adversary as a system within a strategy, because it (the model) “tells us what detailed questions to ask and it suggests a priority for the questions that should follow”. It is believed that the commander is at the heart of the strategy centre; the next pillar includes the organic essentials, or logistics. Lines of communications; the command and control structure, its interlocking networks that form the infrastructure or third pillar. Support staffs form the fourth pillar and the influences form the fifth pillar, is an applicable tool for campaign design and operational planning focus. Having identified all their centres of gravity – is it designed to be technically superior and expensive, or simple and multiple.
The Seventh Pillars of tactical and strategic advantage. Developing your own forms of attack and counter attack gives rise to the formation of “parallel attack.” Parallel attack is the ability to strike at a vast array of “targets” across a strategic front. By having a decentralised structure, your system can function in silos, should the main system come under attack, the rest will still function uninhibited. Thus when “attacking” a centralised controlled structure, it is very easy to predict how it will respond with tactics and strategy, even when it is routed, so its history holds its future because of the pillars that support it. However, when decentralised, you have many autonomous “smaller heads” and “ smaller pillars” that are strategically and tactically empowered to act compellingly different. How will you attack that? Hereby rendering them less susceptible to a single attack that will dislodge and defeat them. Thus attacking in parallel would cause significant damage and not enable the competition to rebuild his losses. Serial attacks are the opposite of parallel attack in which only a small number of targets are struck and in doing so, enable the enemy to quickly repair any damage. Instead of just focusing on only 1 or 2 targets, forces in parallel attack would disperse and simultaneously strike a wide array of targets, at the operational and strategic level. When targets are diversified, the perception and paradigm, the abstracts are better attacked, that the physical. In striking these simultaneous with parallel blows, the competition loses hope and balance, striving to achieve the effect of “reducing the effectiveness of the overall system.” Just by changing perception. In this theory the centre of gravity is unpacked into the “Seven pillars of gravity”, or the seven joints of balance, it also supports the linkage of this concept to executing effects based operations. This model views centres of gravity, as composed of both vulnerabilities and strengths, always changing, depending on how they are designed and approached. The Seventh Pillar is all about understanding and finding external influences to counter internal influences beforehand. The seventh pillar is an internal look at what we have, opposed to what they have, and how to best utilise it against the opposition if it comes to that, both in attacking him, or defending us from him, or a counter attack. How to hide our own vulnerabilities and exploit that of the competitions, what can we learn, apply, and share if need be, it is all about developing models of expertise, running simulations, and scenarios, to know the enemy is to know oneself it is said. This knowledge is formulated as doctrines to counter competitor’s strategies and to be ready to attack them if they attack you. Battle is not the place where you want to face reality for the first time, and wish you had a few tanks as well. People who say, that no one will use tactics like this in business, it’s too farfetched, and absolutely ludicrous, are naive.
Get my book now and read more; https://bookstrategic.wordpress.com/2011/03/07/about-the-book/
It’s all about drive; those who have it, are driven, those who don’t, get driven, ask yourself what drives you today, and then what really drives you….is it failure or success? Are you afraid of failure or do you want success more, which one aspect drives your thought processes?
The fear of failure or the prospect of huge success, how do you define what drives you, as your drive criteria?
If you are not getting the results you expect, and not living the life you envisioned, thereby not getting what you want out of life, then you have to revisit your thinking, and perceptions, our paradigms – as it all combined determine how we focus on things that become our drivers.
Most people don’t even know themselves well enough to know what these things are; the things that change us for the better, or worse; or turns us into the worst – thinking is the best place where we can start to become our own worst enemy.
If you are not getting results, no joy, then Start with the obvious; stop referring to past mistakes, and stop looking for excuses and reasons to justify anything to yourself and others – that is history. You did what you did, now it’s done, it might still haunt you, but its a fact and now history – stop levitating to the negative and the past mentally. If not we are then directly responsible for our own self induced failures…because what we focus on more, we get much more of.
This is ‘failure reinforcing’; and forms the beliefs that you have about yourself and your abilities. The greatest danger of mind and things of thought, is that we becomes self centred, and we turn the knife inward, inflicted with bad thoughts we become self consumed on destruction. The danger of ‘”Failure reinforcing”’ is that it leads to just that, more ‘failure forecasting’ and in turn, you could then expect to get more of the same, and just that.
Wise men have battled these aspects in the past, and left us with these warnings; simple yet effective they are; “what you sow you shall reap”… “what you think about comes about”, “energy goes where attention flows”… and so I can carry on and on.
Just know that your mind is the only “power tool” you have and know, that is always plugged-in and ready to use…it’s how we use it that defines everything we are, do, say and experience.
For instance, create order in your thinking, to create right thinking. It is now known that; when we have Wisdom first, and Knowledge second then it equal’s creation, where we have Knowledge first then Wisdom follows, it only equals chaos…
So apply these pearls of wisdom now, and get the wisdom behind the success story;
Simple everyday things we as men do, that influence our success, and corporate behaviour like sex, yes, sex;
Napoleon Hill wrote; (then we are all emotional as well, and this impacts on right thinking)
I discovered, from the analysis of over 25,000 people, that men who succeed in an outstanding way, seldom do so before the age of forty, and more often they do not strike their real pace until they are well beyond the age of fifty. This fact was so astounding that it prompted me to go into the study of its cause most carefully, carrying the investigation over a period of more than twelve years.
This study disclosed the fact that the major reason why the majority of men who succeed do not begin to do so before the age of forty to fifty, is their tendency to DISSIPATE their energies through over indulgence in physical expression of the emotion of sex. The majority of men never learn that the urge of sex has other possibilities, which far transcend in importance, that of mere physical expression. The majority of those who make this discovery do so after having wasted many years at a period when the sex energy is at its height, prior to the age of forty-five to fifty. This usually is followed by noteworthy achievement.
The lives of many men up to, and sometimes well past the age of forty, reflect a continued dissipation of energies, which could have been more profitably turned into better channels. Their finer and more powerful emotions are sown wildly to the four winds. Out of this habit of the male, grew the term, “sowing his wild oats.”
The desire for sexual expression is by far the strongest and most impelling of all the human emotions, and for this very reason this desire, when harnessed and transmuted into action, other than that of physical expression, may raise one to the status of a genius.
One of America’s most able business men frankly admitted that his attractive secretary was responsible for most of the plans he created. He admitted that her presence lifted him to heights of creative imagination, such as he could experience under no other stimulus.
One of the most successful men in America owes most of his success to the influence of a very charming young woman, who has served as his source of inspiration for more than twelve years…
Makes one think!
Johan Campbell wrote; – “What is, or has been, is seldom, if ever, an indication of what may be.”
Do we just live for one day only, by living our days, one day at a time? When every day is just another day gone by, and so what.
What did you do with it? How have you improved anything let alone yourself? What did you change? For too many people all that will have changed is that they are a day older.
Everything that now exists at one time did not exist. Just look back through history and see the incredible changes that we have gone through to get to where we now are.
What you have and where you now are, is the result of what you have done, and accepted, up to now. What you may have and where you will go, depends on what you will do from now. There is a saying “Whatever you can do, I can do better” Well that is just not true. There are certain things that you are specially equipped to do, and with the best will in the world I will not be able to do them better than you. However whatever you can do, I can learn to do, but more importantly whatever I do, I can do better.
Everything that you now do with ease at one time you could not do at all. You had to go through a learning process. Everything that you want to do you may not be able to do now, you have to go through a learning process, and you can learn to do anything, if you want to. So;
Learn from your past. Unless you learn from and grow past your past you are doomed to repeat it. Don’t be defeated by past “failures” learn from them so that you don’t repeat them. Don’t rely on past successes, build on them. Realise that your best of yesterday is merely mediocre in terms of what you now can do.
Plan for your future. The future is given to you as a countless set of possibilities. It is your responsibility to choose the future that you want and then to go to work on it by working on your mindset first, get the right thinking going, to make it a reality.
Live now. Realise that the only limitations to your personal growth are the limitations that you accept mentally. Act as if it were impossible to fail, and that you have the ability to go through walls. Free your creative spirit, to forecast sunny skies, reinforcing the positives in your life, realise that “What is, or has been, is seldom, if ever, an indication of what may be.” Don’t let your past, and present circumstance dictate your future…
Then start with a recipe of change; have a plan, you can’t get on a train without a ticket, you can’t go and grab your future without a plan either, a recipe.
“The Recipe for success = See it – Believe it – Plan it – Do it”
See it – Everything is created twice, first in your internal world, your imagination, and then in your external world, your life. Everything that exists to-day was first a thought. It could not exist if someone had not thought of it, because it is the thought that gives rise to the action of creation. What you must learn is to picture what you want and not what you fear. All too often we say “I don’t want this to happen again” when we should be saying “I want this to happen” Always ask for and picture what you want. See yourself as already being the way you want to be or having the thing you want to have.
Believe it – This is an essential element of the process. All too often we say one thing but believe another. We want to lose weight but we do not believe we can. We want to change jobs but we do not believe that there are any opportunities or that we have the skills.
Your belief in your goal must be on two levels. Firstly you must believe that there is value in the achievement of your goal that it is worth doing. Everyone’s favourite radio station is WIIFM (What’s In It for Me) what will you gain by achieving your goal? How will your life improve? Remember that underlying every action is intent and it is the intent that is the driving force behind your actions.
Secondly you must believe that you can do it. You must develop an unshakeable faith in your ability to succeed. Confidence in your ability to achieve your goal is essential to your willingness to take action. Realise that you have already managed to achieve many successes in your life up to now. Build a success foundation for yourself by writing down all the successes that you have had up to now. Imagine that you were applying for a job and write your CV showing all the reasons why you would be suitable for the post.
Plan it – Success is a process not a destination and as such needs a plan of action to ensure success. The funny thing about life is that most people plan their holidays with more care than they plan their lives, but that’s understandable I mean holidays happen only once a year and life, well that’s forever isn’t it. Work out what you have to do in order to achieve your goal. What resources do you need? What resources do you already have? Remember it’s not what you’ve got it’s how you use it that counts. Set objectives, these are the steps of your journey. Refer constantly to your plan; it’s the only way to measure your progress.
Do it – Funny thing about ideas, they won’t work unless you do. Now that you know what you want to do and why you want to do it the only thing left is to get started, and the only time to get started is now, (when did you ever do anything tomorrow?)
Believe this, the future belongs to those who believe in themselves enough to act on their dreams. Faith is the wind beneath the wings of your dreams and action is the fuel. Take charge of your life and determine your future with this “Recipe for success = See it – Believe it – Plan it – Do it”
Believe that your past can’t keep you captive;
“Give yourself a ‘Presidential Pardon’”
The value of a presidential pardon is that it erases all previous crimes and convictions from your record. These may no longer be used as evidence against you. You get a chance to start over with a clean slate.
Give yourself a presidential pardon now. Stop referring to your past mistakes, or even think about them, this again, is ‘failure reinforcing’ and forms these beliefs that you have about yourself and your abilities – in the negative. The great danger of ‘failure reinforcing’ is that it leads to more and more reinforcement of a false belief, ‘failure forecasting’, lets you see failure every day, in everything, and no one can live up to your expectations. Not even you, yourself. And you expect to get more of the same – what comes around goes around.
Imagine just for one minute, that you can wipe out all of your mistakes, your failures, the things you did that you shouldn’t have done, the decisions you made that turned out wrong. Imagine that you could dump all the worries, resentment and guilt that you are carrying with you. What would change in your life? How would you change? What would you do differently?
Realise that unless you change your thinking, your perception, then nothing else will change significantly enough, that will influence your behaviour, to alter your reality. You are merely going to make the same mistakes again, and close the cycle. Here’s a good example;
You know that there are a lot of people who sow their wild oats from Monday to Saturday and then on Sunday pray for a crop failure.
It never ceases to amaze me how many people ask for forgiveness of their sins every Sunday. My question is, if you were forgiven last Sunday, why did you go out and sin again? If you know enough to ask for forgiveness for what you have done, then you surely knew enough not to have done it in the first place.
The first time you do something wrong that’s a mistake and is easy to forgive. The second time you do the same thing wrong that’s carelessness, don’t expect forgiveness so easily. The third time you do the same thing wrong then that is deliberate and you do not deserve forgiveness. Then you revel in the thought of being a victim.
Now I am not saying that you should ignore your past actions what I am saying is that you must stop beating yourself over the head because of what you have or have not done. You cannot change what has been. You cannot go back and make a fresh start, but you can start now; willing, to change the way you live, to change the things that you do, that makes you feel bad, sad, depressed, sick, lonely, unsuccessful etc.
However, you must realise that you are responsible for the consequences of your actions and you should not try to avoid that responsibility. If there is anything that you should, and can, do to make amends for your actions then do it. If there really is nothing that you can do then drop it.
Learn to evaluate yourself and others on present, not past, performance. We all have the ability to change. We have all done things that we wished that we had not done, anyone who says different will lie about other stuff too. But you can change; you no longer need to do those things. Many people have been able to overcome tremendous problems, addictions, and ill feelings have succeeded in totally changing their lives, just by taking the decision and going over to action. You can too.
Acknowledge the tremendous potential that you have within you, do it now. The ability to change and grow is unlimited. It is not what you did, nor know or what you did, or never did, no, not doing anything about what you know is wrong is what counts. What counts is what you now know and what you are now doing about what you did or did not do. Give yourself a new start; free yourself from the emotional jail of worry and guilt “give yourself a presidential pardon.” Then use the recipe, the “Recipe for success. See it – Believe it – Plan it – Do it”
Credit to; Think and Grow Rich by Napoleon Hill – Why Men Seldom Succeed Before Forty
Credit to; Johan Campbell – Thoughts to live by
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
Six required competencies for strategic genius have been identified before you can become a strategic Guru.
- Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed – to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact.
- The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
- The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
- Thinking in time spirals means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
- Critical thinking, the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
- The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.
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
All information, views and ideas shared and or expressed here, are personal and private, and do not reflect on any institution that I may or may not be affiliated to.
On-line retailers; All these Book Sellers carry my book.
here is the preview link; http://www.scribd.com/doc/52351132/Strategic-Management
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
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….