11/27/2023 0 Comments Chilled chaos drawit![]() ![]() Sometimes it happens, that three people have at least five, totally different, answers. However, when discussions about “Why” start around the table, it appears that everyone has a slightly different understanding of what the answer should be. To be or not to be in that new market? To be or not to be the best employer in this industry? To be or not to be sponsors of that event? Why?Ī good strategy is supposed to act as a rule of thumb for such decisions and answer the “Why?” part. “To be or not to be?” would be an interesting thing to hear from any CEO as an opening thought for a meeting, but strategy, in a way, is about such questions. Are the existential talks happening often enough? ![]() Question is, how many of these talks reach the essence. Messages, emails, meetings, chats and heated discussions, sometimes it seems we don’t do anything else but communicate. Strategy as an opportunity for in-depth conversations The neurons are shooting towards action - may be a minor, quick one, but towards the good direction.Ģ. Give them the right question and they will know what to do from there. At least I see this from working with my clients. What happens fore the brain after this exercise? The thoughts start getting aligned, the mind is set on the track and go forward from there. It’s not only a nice mental exercise but also an opportunity to reevaluate assumptions and get some fresh insights on how to make the business stronger and more successful. Life is going forward fast and normally there’s not much time left to sit down and really think about these topics. Why this company is in this particular place? What strengths brought it here? Why do clients choose to do their business with it? What value does it create for clients? And what do clients actually care about besides speed and costs? Where competitors are better at succeeding and why? What changes in the surrounding environment might have an impact? Why? Which of these challenges can become opportunities? Are there some serious threats? Should you already be afraid of robots? Strategic thinking encourages to look deeper into daily surroundings and ask a lot of questions. If the path can be made by walking, why should we try to draw it theoretically without no guarantee if it will be realised? No wonder working in sprints or just going with the flow is so attractive - the learning is faster, it suits short attention spans, and less time is spent in strategy meetings that seem to lead nowhere. Some strategies end up forgotten just months after all the hard work that has been put into crafting them. “Traveler, there is no path, the path is made by walking” ![]()
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